L O G I S T I C S O F F I C E R A S S O C I AT I O N Enhancing the military logistics profession since 1982
The Exceptional Release
EXECUTIVE BOARD
SPRING 2003
President Col Rick Matthews president@loanational.org
FEATURES
Vice President Lt Col Pat Kumashiro vicepres@loanational.org Treasurer Lt Col Stephen Petters treasurer@loanational.org Information Officer Maj Stephanie Halcrow InfoOfficer@loanational.org Membership Development Maj Jeff Martin membership@loanational.org Chapter Support Lt Col Dennis Dabney chaptersupport@loanational.org Executive Senior Advisor Lt Gen Donald J. Wetekam Webmaster/Website Maj JD DuVall webmaster@loanational.org www.loanational.org
Winter 2006
2006 LOA Conference Scrapbook . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 Scholarship Winners . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12 Lifetime Achievement Award Winners . . . . . . . . . . . . . . . . . . . . . . . .13 Special Thanks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15 Heroes Among Us by Mr. Will Daniel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20 Happy Birthday KC-135 KC-135: 50 Years of Logistics Excellence by Lt. Dan McCreary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22 KC-135: Fifty Years of Operational Excellence by Mr. Larry Lake . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24 Rebuilding a Nation by Maj Jorge E. Solares & Capt Douglas D. Templeton . . . . . . . . . . . . . .26 AFMC Work Force Development by Ms. Sandra Wimberly . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30 Are Your Charts Lying to You? by Major Ken Theriot . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34
THE EXCEPTIONAL RELEASE
The Center for Army Lessons Learned (CALL) and You by Mr. Nicholas Mangus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .38
Editor Col Debra Shattuck editor@loanational.org
Disaster Management 101 by Maj Enid Lynch . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .42
Assistant Editor Col (ret) Mary H. Parker assteditior@loanational.org
U.S. Transportation Command: Orchestrating Innovative Responses to Joint Force Distribution Requirements by Ms. Kathleen Ann Schick . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .44
Executive Director, Marketing/PR ER Managing Editor/Publisher Marta Hannon marta@loanational.org ER Worldwide Staff Lt Col Cheryl Allen, SAF/AQM Maj Gene K. Carter, 314 MXS/CC Maj Richard Fletcher, ACSC Student Maj Paul Pethel, 354 MXS/MXM Graphic Design MMagination, Inc. - Ft Washington, MD www.mmagination.com LOA National PO Box 2264 – Arlington, VA 22202 Issue No. 102 - Winter 2006
ER Magazine Readership Survey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .56
DEPARTMENTS President’s LOG(istics) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2 Editor’s Debrief . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 Perspectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16 CGO Corner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .48 Chapter Crosstalk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .51 Milestones . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .55
President’s LOG(istics) By the time you read this, the 2006 San Antonio conference will be little more than fond memories, and we'll already be in a full court press preparing for our LOA 25th anniversary celebration in the heart of the nation's capital. If you couldn't make it to San Antonio, you missed a lot of fun plus a great opportunity to learn, Col Rick Matthews
network, and rub elbows with past and present "Loggie Legends." From the Ice Breaker on Monday, to the capstone dinner Thursday evening, and everything packed in-between, this year was more than just a conference-it was an
ER: PRESIDENT’S LOG(ISTICS)
"experience." Thanks to all those who helped "make it happen," especially the Alamo Chapter whose great ideas, perfect planning, and flawless orchestration made this huge event seem effortless-when we all know it wasn't. We owe thanks to so many others including our industry partners plus many senior leaders who took time from their incredibly busy schedules to share their vision, challenges, and thoughts with the record 1500+ attendees. Next year is already shaping up to set another benchmark; a real celebration of our past, present, and future. Mark your calendars now to be in DC on 12-15 November 2007! Your new LOA National Board is already in place and working hard. We fully understand the responsibility you placed on our shoulders through your votes, and we pledge to build on the great work done by those who came before us. A special thanks to the outgoing LOA National Board, led by Col Phil Waring. As Gen Zettler said during our conference, this team "made things happen." We'll do our best to do the same. To that end, we held our first get-together at the end of November to map out LOA National's "present" and "future" state; something we'll call LOA21 for now. That will be our "starting point" from which we will work with our advisors and local chapters to develop goals, objectives, plans, and measures; to help chart our future course and guide and pace our actions. We've already asked local chapter presidents to pulse their members and give us feedback on what we need to do differently, do better, or stop doing at all. Thanks in advance for your ideas, time, feedback, and patience as we work our way through this. We promise to give you periodic feedback on our progress starting next Spring. I truly believe the sky's the limit for YOUR LOA! In closing, I know I speak for the entire LOA National Board and staff in wishing you and your families all the best during this holiday season and the new year. Thanks for all you do for our nation and our Air Force, and we look forward to working with you and serving you during the next two years.
–– COL RICK MATTHEWS PRESIDENT, LOA NATIONAL
From all of us here at LOA National, we’d like to wish you and yours a Very Happy Holiday and we Thank You for another year of service!
EXCEPTIONAL RELEASE
3
Editor’s Debrief Wow! Wasn’t the 2006 LOA Annual Conference awesome?! Hats off to the men and women of the Alamo Chapter for organizing it and to everyone who played a role in making it the superb professional development event that it was. For those of you who didn’t get to attend the conference, this issue of the ER brings you a few photographic highlights. We hope that next year you’ll have the opportunity to travel to our nation’s capital to participate in the 2007 conference yourCol Deb Shattuck
selves. This issue of the ER is something of a “potpourri.” All you Jeopardy fans out there will know what I mean by that. In keeping with the conference location, we titled this issue “Logistics Round-up” to reflect the fact that this issue doesn’t address a particular
ER: EDITOR’S DEBRIEF
theme—it “rounds up” articles on a wide variety of logistics topics. As always, we kick things off with our senior leader perspective, courtesy of the Air Force’s Deputy Chief of Staff for Logistics, Installations and Mission Support, Lt Gen Donald Wetekam. We also continue our new joint feature with an article about USTRANSCOM. We commemorate the fiftieth anniversary of the first flight of the KC-135 with two articles, one describing some of the operational successes of the aircraft and another focusing on the logisticians who have worked behind the scene for half a century keeping that aircraft flying. Another article ties in with last quarter’s “Developing Loggies” theme and describes how AFMC “develops” its civilian logisticians. We’ve got a variety of other articles on topics dealing with logistics metrics, disaster management, the Center for Army Lessons Learned, and the on-going efforts of Air Force logisticians to help Afghan Army logisticians build a logistics system from the ground up. Let me close by asking for your help. The ER editorial staff needs your feedback on whether you like the ER in its current form or whether you want to see us take it in a different direction. Do you have an issue theme you’d like covered or an article topic you’d like us to pursue? Do we have the right balance of articles from various logistics disciplines? We’re also interested in how many of you are reading the ER and which features or types of articles you find most interesting or useful. Our webmaster has posted a survey to the LOA website to capture your feedback. We’ve also published the survey in this issue in case you prefer to fill it out and fax it in. Fax number is 605-385-6571 (DSN: 675-6571); send fax to: ER Editor. The ER is your publication! Help us make it everything you want it to be.
––COL DEB SHATTUCK AND YOUR ER TEAM
4 WINTER
2006
Day 1
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M a r ia c h is f o r th e F ie s ta
Three c heers fo r the Cha r le s t o n gang!
ce. r e in f o r e h e r a in g g a n g The Boe
Exhibitors by day - pals by night
sts Guitari h s i n t. a The Sp residen P e h t for played
M r Ke lle he r & G en M cC oy ar e ol d fr ie nd s
Day 2 is s t r ik e s h y ll . e K n e G v e r p o s e .. e F t h ig N Saturday
Mr Kelleher, we salute you!
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t! T he fo od w as gr ea
Day 3
T in k e r H oo-Rah!
H -C lu b: H og an A m ee ti ng of th e an de l H en ne ss ey an d H It was full house for the “Maint and Muns� breakout.
What ti me is it sir?
ou gh t te ar s to G os h si r, th at br m y ey es ! an d M aj G en Lt G en W et ek am on e on on e ti m e. e m so h tc ca en Ow ns pi re ... G re at m in d s co
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g r o o m o n ly . in d n a t s s a w reakout The AAIP B
M r R ic h ie vi si ts w it h a 2 L t a t th e R is in g S ta rs Luncheon
LSU mu s t ’v e s c ored -Geaux T igers!
Day 4
y the ers enjo e p d n a n McMaho Brig Gen on s lunche r a t S g Risin
. t o f b u si n e ss lo a d a h th o o The AFLMA B
Spokane Industries was a popular booth.
V is it in g w it h C o l ( r et) Fred Gebhart
The Lockhe ed booth ta kes off
M aj W is e w or ds fr om G en O w en
! UNITE s t n e d i Pres Former
Lt Gen (r et) Zett le r p r a is C o l W a r in es g
Banquet Take a bow, Alamo team!
? e now m e e you s Can
UTSA Ho nor Guard w a s a h it !
after d u n w in d s r a o b e iv t u nce. LOA Exec ul confere f s s e c c u s a
Gen Christianson visits the Honeywell booth
g e r fo u n d th e L o o k o u t - B ag b ar !
Wh o gav e th at ma n a gu n?
Congratulations! 2006 Scholarship Winners S TAFF S ERGEANT M ICHAEL C B RAUN II
SSgt Braun is a Missile Maintenance Technician assigned to the 309th Missile Maintenance Group as Production Coordinator, Scheduling Control Branch, Hill Air Force Base, Utah. After BMT he reported to F. E. Warren Air Force Base, Wyoming in February 1997 where he was assigned to the 90th Maintenance Squadron to work in the Peacekeeper ICBM Maintenance Flight. He came to Hill AFB in August 2002, deployed to the 386th Air Expeditionary Wing, Ali Al Salem AB, Kuwait in Kuwait in December 2002 and was assigned to security details and trained as a security forces augmentee for build up to Operation Iraqi Freedom. Sgt Braun assumed duties of NCOIC of the Security Escort Flight, where he supervised approximately 200 troops, while also running nighttime security operations to escort personnel to and from Kuwait City International Airport and was ANCOIC of the base’s Force Protection Program. Sgt Braun returned to Utah in September 2003 after being deployed for ten months. Six months after returning to Hill AFB, Sergeant Braun again deployed to Kirkuk AB, Iraq to serve in the 506 Air Expeditionary Group. Working with the Army’s 25 Infantry Division, Sgt Braun was assigned security duties to include main gate security, Air Force liaison to local contractors, and prison security.
ongratulations!
Cong
Sgt Braun attended Airman Leadership School at FE Warren AFB and graduated in November 2001. Shortly after graduating from ALS, Sergeant Braun received the rank of Staff Sergeant on 1 January 2002. In July 2002, Sergeant Braun completed an Associate’s of Applied Science Degree in Missile Maintenance Technology from the Community College of the Air Force. Sergeant Braun is currently enrolled in the Bachelor’s of Science degree program for Professional Aeronautics with a minor in safety through Embry-Riddle Aeronautical University and is planning to complete his degree within the next year.
T ECHNICAL S ERGEANT S TEVEN H ART
Con
TSgt Hart is the Non-Commissioned Officer in charge of Passenger Services assigned to the 3d Aerial Port Squadron, 43d Airlift Wing, Pope Air Force Base, NC. He entered active duty on 22 June 1994 and his past assignments include RAF Lakenheath, England, Lajes Field, Portugal, Incirlik Airbase Turkey, and Ramstein Air Base Germany. He has deployed to Operation Iraqi Freedom and Operation Enduring Freedom, supporting the Global War on Terror on three separate occasions. His air transportation experience includes Phase II aircraft loading certifications on C-17, C-5, C-141, ATOC controller, and assignment as the Passenger Advocate. TSgt Hart’s most recent accomplishments include selection as the 3d Aerial Port Squadron NonCommissioned Officer of the Year and 43 Airlift Wing Transportation Non-Commissioned Officer of the Year Award for 2003. In addition, he was named to the Embry-Riddle Aeronautical University’s Dean’s List. Currently, he has a 3.8 cumulative grade point average.
Congratulations! Con At present, TSgt Hart is enrolled at Embry-Riddle Aeronautical University pursing a Bachelor’s of Science degree in Professional Aeronautics with a minor in Aviation Safety. Upon his graduation in 2007, he intends to apply for Officer Training School, pending board re-instatement.
T ECHNICAL S ERGEANT C OLIN M. S MITH
TSgt Smith is the production supervisor for the Electronic Warfare Systems Section, 31st Maintenance Squadron, 31st Maintenance Group, 31st Fighter Wing, Aviano AB, Italy. Sgt Smith directly supervises three personnel and leads a shift of nine technicians performing maintenance on three ALM-256D Intermediate Level Support Equipment test stations valued at $7.6M and 43 ALQ-131 Electronic Countermeasures Pods worth $87M. Conducts PMIs on 53 ECM pod cradles worth $203K.
Sgt Smith was born in Worcester, Massachusetts and entered the Air Force in August of 1998. His background consists of experience on the ALQ-131 and ALQ-184 Electronic Attack pods hung on F-16, A10, and F-15 aircraft.
Continued on following page...
Congratulations! 2006 Lt Gen Michael E. Zettler Lifetime Achievement Award
The purpose of the Gen Zettler Lifetime Achievement Award is to recognize members of the Logistics Officer Association who have demonstrated sustained, superior leadership in service to this organization. The nominees for this award must have at least 20 years of service in a logistics-related career and at least 10 years of membership in the LOA. Each LOA Chapter president and LOA Executive Committee member may submit a nominee for this award.
gratulations! LOA is proud to announce the winners of the 2006 General Zettler Lifetime Achievement Award: Col (ret) Geary Wallace and Col (ret) Kent Mueller. Photo: Lt Gen CV Christianson, Col (ret) Geary Wallace and Lt Gen (ret) Michael Zettler and LOA National President Col Phil Waring (Col (ret) Kent Mueller could not be present.)
ngratulations! Congratulations (Scholarship Winners Continued)
M ASTER S ERGEANT B RYAN J. R OCKER
MSgt Rocker is the Command Engine/Foreign Object Damage (FOD)/Dropped Object Program (DOP) Manager, Directorate of Logistics, Headquarters Air Force Materiel Command (AFMC), Wright-Patterson Air Force Base Ohio. In this capacity, he manages over 287 engines which, encompassing 34 Mission Design Series and over 21 Type Model Series. He establishes maintenance policy, defines repair requirements, establishes spare engine levels for the command and resolves technical issues in support of testing activities at two test centers, ensures operational safety of modified test and test support aircraft. He is also the Command FOD/DOP manager, establishing FOD and DOP prevention policy at all centers and wings within AFMC.
Sgt Rocker has held a wide variety of jobs within the aerospace propulsion career field serving at stateside and overseas operational units, as well as, the jet engine depot. He has been assigned to the Strategic Air Command, the Air Combat Command, the Air Education and Training Command, US Air Forces in Europe and the Air Force Materiel Command. His last assignment was the F101/F118 high pressure turbine equipment specialist, Oklahoma City Air Logistics Center (OC-ALC), Tinker AFB, OK.
S ENIOR A IRMAN M ICHAEL J. S CHUMACHER SrA Schumacher is a Munitions Inspector for the largest fighter wing in the U.S. Air Force, 56th Fighter Wing, Luke Air Force Base, AZ. He is responsible for ensuring the serviceability, safety, and security on explosive and inert components for the 56th Fighter Wing munitions stockpile. His additional duties include: Element Records Custodian, Facility Manager, Vehicle Control Monitor, and CTK Monitor.
ngratulations!
Airman Schumacher enlisted in the Air Force and graduated from basic military training at Lackland Air Force Base, TX in April, 2003. He completed technical training as a Munitions Systems Specialist at Sheppard AFB, TX. Upon graduation he was assigned to Luke AFB, AZ. Airman Schumacher was recently selected for promotion to the rank of Staff Sergeant. Airman Schumacher was unable to attend the LOA Conference, Capt Patrick Wallace accepted the award on his behalf.
2006 LOA Scholarship Donors
Patrons: LTG CV Christiansen; Lt Col (ret) Russ Hall, Booz Allen Hamilton; Col (ret) Tom Billig, Boeing; Mr. Marc Szczerba, Honeywell Defense and Space; Mr. Richard Ruiz, Lockheed Martin Aeronautics; Col (ret) Howard Creek, Logtec; Mr. Jim Putnam, Northrop Grumman; Col (ret) Denny Portz, Honeywell Defense and Space; Capt Brenden Shaw, Crossroads LOA Chapter; Col (ret) Steve Powers, KLSS; LOA National President, Col Phil Waring. Donors not pictured: Col (ret) Stephen Farish, Col (ret) Joanne Flannigan
Benefactors: LTG CV Christiansen, Lt Col (ret) Dianna Francois, Whitney Bradley & Brown; Col (ret) Glenn Locklear, Boeing; Mr. Hector Gavilla, ATTI; Mr. Randy Pilling, Bell Aerospace; Col (ret) Don Hamilton, CSC; Col (ret)Geary Wallace; Mr. Fred Mullis, Pratt & Whitney; LOA National President Col Phil Waring.
Thank You Conference Sponsors PLATINUM SPONSOR DynCorp International DIAMOND SPONSOR Lockheed Martin Aerospace Northrop Grumman INTERNET CAFÉ SPONSOR Standard Aero GOLD SPONSORS ATTI SAS IBM SILVER SPONSORS Battelle z EG&G/Lear Siegler Services Inc. Lockheed Martin Aircraft & Logistics Centers Pratt & Whitney
AAI Corporation
z
BRONZE SPONSORS ARINC z Chromalloy Gas Turbine Engines SWRI z BAE Systems
KEYCARD SPONSOR Boeing
GOLF TOURNAMENT SPONSOR The Nordam Group
VENDOR RECEPTION SPONSORS Honeywell Aerospace Kelly Aviation Center, LP
CONFERENCE BOOKLET SPONSOR CACI
ICEBREAKER SPONSOR Honeywell Aerospace Computer Services Corporation ONLINE REGISTRATION SPONSOR IBM
MORNING BREAKS SPONSOR Honeywell Aerospace AFTERNOON BREAKS SPONSOR Honeywell Aerospace
Perspectives INTERVIEW
WITH
LT G E N W E T E K A M
ER: You’ve been in your current position since February 2004. What do you see as the most important achievements of logisticians over the past two and a half years?
L T G E N W E T E K A M : Let me start by saying how proud I am of the work our logisticians are doing. When I think about the efforts of our folks in the AOR, the improvements at the depots, the new training we’ve added, our eLog21 initiatives, and the day-to-day work being done in the squadrons and on the staffs, it’s awe inspiring. We all know about our successes downrange. I’m talking about our vehicle operators running convoys in Iraq, the supply troops working to ensure parts are moving, LROs moving cargo and personnel into and out of theater, and our dedicated maintenance and munitions personnel keeping our aging fleets flying. The achievements of these logisticians have been integral to our success in ensuring freedom around the world. I’ll also add that our people are doing things we’ve never asked them to do before, and they are
ER: PERSPECTIVES
doing it exceptionally well. There’s no question in my mind that the loggies of today are the best the Air Force has ever had. They’re battle hardened, highly trained, and more capable than ever. I’m also proud of the enormous strides we’ve made in process improvement and how we’re developing a Lean culture throughout the Air Force. Most folks know where I stand on Lean and continuous process improvement—I am a firm believer and an advocate because I know it works. I’ve seen first-hand the efficiencies that can be gained with basic Lean and Six Sigma initiatives, and when folks really get on-board and gain experience the improvements are extraordinary. But the key is that we can’t allow it to be just a one-time deal, meaning you can’t just have an event, then walk away with your improvements and call it a day—it’s a continuous effort that results in more and more efficiencies and reduction of waste. You might gain 20 percent efficiency on your first pass, come back a few months later, and gain another 20 or 30 percent. That may sound a little far-fetched to some, but we have dozens of examples where our people have done just that. The C-5 PDM line down at Warner-Robins is a perfect example. In 2005 they won the Gold Level Shingo Prize for manufacturing excellence in the public sector. Instead of being satisfied with their work, they kept at it and kept digging because they knew that the 2nd and 3rd passes are where the big improvements are made. They reduced flow days even further, put aircraft back in the flying inventory and made improvements in every area of their operation. By not resting on their laurels and making these second, third and fourth passes they were again nationally recognized and won the Gold Shingo Prize for 2006. That is a perfect example of continuous process improvement and Lean in action. There are many others. ER: The average age of our aircraft fleet is approaching 24 years and the trend is for continued aging. How large of a problem is this, and what major steps are we taking to reverse this trend?
L T G E N W E T E K A M : It’s a big problem and part of some major challenges we’re faced with as an Air Force. We’re in the middle of what I like to call the Perfect Storm—rising personnel costs, a slowdown in budget growth, the need to recapitalize our aging aircraft fleet, and most importantly, winning the war. All of these factors place added demands on our personnel and equipment.
16 W I N T E R
2006
When I came in the Air Force in 1973 the average age of our fleet was 9 years. Today, as you mentioned, it’s almost 24 years—a number that continues to grow. I’ll also add that it’s not just the airplanes that are getting older; we see the same types of aging problems in many of our key equipment accounts. Frankly, I’m not very proud of that, and neither is Gen Moseley. But we’re committed to doing something about it and not watching our Air Force get older, year after year. The main issues with aging aircraft are increasing maintenance costs and decreasing military utility. We’ve done a great job keeping those old aircraft flying through sound maintenance practices and pure hard work, but it’s expensive, both in terms of dollars and man-hours. Our average mission capable rate across the fleet has held steady at right around 75% for the last several years, but the costs and man-hours involved to maintain that rate have gone up year after year. We’re reversing this trend by making some tough choices. We’re reducing manpower throughout the Air Force to free up funding for our recapitalization efforts. We’re also working diligently to reduce waste and increase efficiencies. Earlier I mentioned Lean and Six Sigma and the positive results we’ve seen at the depots and throughout our logistics community. We took all those lessons learned and have now formalized a comprehensive process improvement effort through Air Force Smart Operations for the 21st Century or AFSO21. It applies to all facets of our Air Force, but our logisticians have led this effort. The Secretary and the Chief are fully committed to this. We’ve put an AFSO21 governance structure in place. It’s an enterprisewide, top to bottom, effort. The SECAF has clearly stated that we’re going to fund our transformation through organizational and process efficiencies, and that’s what AFSO21 is all about: (1) having superior processes that deliver quality results, (2) a skilled, motivated and flexible workforce, and (3) delivery of unparalleled combat capability accomplished with minimal waste. It’s a smarter, more efficient way to do business, and it applies to virtually every process in the Air Force. If you think about your job you’ll find that what each of us does on a daily basis revolves around processes. Whether you’re ordering parts, working on a deployment line, or rebuilding a motor, there are processes involved. AFSO21 provides us the tools to look at those processes in ways we’ve never done before and helps us eliminate waste and unnecessary work. I’ll also add that this “stuff” is not new. As logisticians we’ve been out in front of this effort for a while, and I think we’ve done a great job in demonstrating just what can be achieved when you get the right tools in the worker’s hands. ER: The Air Force’s logistics transformation effort, eLog21, has been underway for several years now. How satisfied are you with the progress we’re making, and where do you see our community in five years?
L T G E N W E T E K A M : If I had to categorize my level of satisfaction it would be “fairly satisfied and increasingly optimistic.” By this I mean we’ve made great strides in all of our eLog21 efforts, but we still have a long way to go. Make no mistake, we’re working diligently to achieve our eLog21 goals of a 20% equipment availability increase and 10% O&S cost reduction by FY11, but it hasn’t been easy. I’ll give you an example. One of the key components of eLog21 is ECSS. ECSS is the enterprise resource planning system that provides the foundation for many of our eLog21 initiatives. Today the Air Force has hundreds of legacy systems in use. Because of this, there’s limited visibility across the supply chain. It’s very difficult to really know what parts are available at different sites and our people can’t adequately plan for maintenance. ECSS will create an enterprise-wide solution and facilitate an environment where the data is integrated and fully visible. Continued on next page... EXCEPTIONAL RELEASE
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To answer your five year question, ECSS will be in spiral three and almost fully operational in FY11, so instead of having all of these mini-systems that don’t talk to each other we’ll have an enterprise-wide system that’s standardized and gives us access and visibility to consistent, near real-time information. This will allow for improved planning and scheduling and total asset visibility across the logistics enterprise, a goal we’ve been chasing for a long time. As for eLog21 as a whole, in five years I see our logistics processes as highly integrated, cost-effective, and efficient with a true Air Force-level view. The four effects of eLog21: an Enterprise View, Integrated Processes, Optimized Resources and Integrated Technology are interrelated, so we’re focused on ensuring each key component of eLog21 blends seamlessly and truly enhances the others. When you hear about Repair Enterprise 21 or RE21, you know it’s enabled by ECSS and ties in with our Global Logistics Support Center or GLSC. Similarly, when you think about the GLSC, you know it works seamlessly with Centralized Asset Management, or CAM. All of these initiatives are part of making our processes more efficient with minimal waste. We want to be able to make key decisions with a true understanding of what the impact is to the entire Air Force. This is going to create efficiencies and levels of optimization never seen before in our logistics community. We want to ensure the right support is sent to the right place, at the right time, every time. ER: You were the President of LOA from 1990-1992 back when it was known as the Maintenance Officer Association. What role do you see for LOA in developing today’s logisticians?
L T G E N W E T E K A M : As you know, I’ve been a longtime supporter of this organization. LOA puts our young logistics officers in touch with their peers and senior leaders in a way that few organizations do. I’m also very pleased with the fact that many of our legendary logistics leaders are still actively involved—anyone who’s had the opportunity to attend the national convention can attest to that. For the young officers of today there are more developmental opportunities than ever. In fact, you covered them very well in the last addition of the ER. LOA provides another avenue toward continued development as a professional logistician. I encourage all members, young and old, to attend their local LOA chapter meetings. It provides a great perspective on what’s happening around your base and is an effective outlet for communication, team building and mentorship. One thing that’s most impressive is how much LOA has grown over the years. As I travel from base to base I often attend LOA functions, and the attendance at these events is wonderful to see. I’m very encouraged by this, and I see LOA continuing to grow and our chapters continuing to thrive. Having our own professional organization is something we should all be proud of, and I thank you all for your participation and hard work. ER: What’s your take away message to the 3,500 members of the Logistics Officer Association who’ll be reading this?
L T G E N W E T E K A M : We’re living in challenging and exciting times, and I’m certain we’ll all look back on this in a few years with a lot of satisfaction in what we’ve accomplished. Our community is helping us win the war, driving transformation and process improvement with eLog21, and leading our Air Force in AFSO21 initiatives. You are all making a huge difference in what the Air Force of tomorrow will look like. I want the membership to know how very proud I am to be your A4/7. You are truly the best loggies we’ve ever had, and you are raising the bar for the entire Air Force. K
HEROES AMONG US Submitted by Mr. Will Daniel SAN ANTONIO, Texas — Maj. Gen. Kevin J. Sullivan, commander of Ogden Air Logistics Center at Hill Air Force Base, Utah, took the stage unexpectedly Oct. 11 at the Logistics Officer Association national conference in San Antonio. The general wasn’t there to deliver a speech. He said he wanted to introduce his “hero.” Sullivan’s hero was Senior Airman Daniel Acosta, who had received life-threatening injuries in Iraq Dec. 7, southwest of Baghdad. “He’s my hero because of what he did in Iraq and because he made it,” the general said. Before his deployment to Iraq, Acosta was an explosive ordnance disposal specialist assigned to the 775th Civil Engineer Squadron at Hill AFB. He was a member of the 447th Expeditionary Civil Engineer Squadron in Iraq on Dec. 7, and had already disarmed two improvised explosive devices that day.
Army Capt. James Watt, an occupational therapist, helps Senior Airman Dan Acosta through some prosthetic arm warm-up drills Thursday, Feb. 23, 2006, in the amputee rehabilitation clinic at Brooke Army Medical Center in San Antonio. (U.S. Air Force photo/Steve White)
Top Photo: Senior Airman Daniel Acosta delivers an emotional speech Oct. 11 to 1,350 logistics officers at the Logistics Officer Association national Conference in San Antonio, Texas. Acosta is an explosive ordnance disposal specialist who lost his arm while assigned to the 447th Expeditionary Civil Engineer Squadron in Iraq. He stepped on a pressure plate, setting off an improvised explosive device in December. (Photo by Will Daniel)
That’s all he remembered until he woke up in Brooke Army Medical Center in San Antonio six days later. Acosta recalled saying that he didn’t feel like dying that day, so he used his mini-mine sweeper for the two IEDs he and his teammates disarmed. It was the third one that got him. “I stepped on the pressure plate,” he said. “It wasn’t detected (by the metal detection device) because it was wood.” The IED that nearly claimed his life contained two 122 mm projectiles, Acosta said. His left arm was blown off in the blast, and he received third-degree burns to his legs. He also sustained arterial injuries to his leg and heart. “In the back of my head I always knew that something could happen,” Acosta said. He and the airmen on his team had undergone combat life-saving training at Fort Carson, Colo., and he attributed that training, applied by his teammate Staff Sgt. Joe Upton, to his survival. He said the first tourniquet Upton used didn’t stop the bleeding from his severed arm, so the teammate took a water tank strap off of their Humvee and was able to use it as a tourniquet. Also, he said, there was a medic on the scene. “They (doctors) gave me a 25 percent chance of living,” he said. “If I made it through surgery, I’d have a 50 percent chance.” On Jan. 1, Acosta got a visit from President George Bush. “After a 15-minute talk, he gave me a presidential coin,” Acosta said. “I happened to have an EOD coin so I ‘coined’ the president. He said it was the first time he had ever been coined.” Acosta’s training in explosive ordnance disposal included 11 months of technical school at Eglin AFB, Fla., and three months pre-deployment training at Utah Test and Training Range at Hill AFB. He said he underwent nearly three weeks additional training in Kuwait before deploying to Sather Air Base at Baghdad International Airport. He had been in Iraq performing the EOD mission for three months before he was injured in the blast.
Senior Airman Dan Acosta uses an exercise ball to help him complete squats Thursday, Feb. 23, 2006, at the burn rehabilitation center at Brooke Army Medical Center in San Antonio. (U.S. Air Force photo/Steve White)
There are 55 EOD teams on the ground in Iraq, 20 of which are Air Force, 20 Army and 15 Navy/Marine Corps, Acosta said. They are on call 24/7. The teams have performed more than 6,000 EOD missions and rendered safe more than 3,300 IEDs. “The biggest impact we had in the war was recovering weapons caches,” the airman said. “Roadside IED disposal was 90 percent of the mission, but post-blast forensics was also part of the mission.” Acosta wears an electronic prosthetic arm. He travels around the country with the Air Force Survivor Assistance Program giving speeches about his experience while he awaits word on whether he will be able to continue his Air Force career. He is in physical therapy nearly every day at Brooke Army Medical Center. “The biggest thing was I had to learn how to walk again,” he said. “My therapy is ongoing.” Acosta said he is proud of what he accomplished in Iraq. “Everyone who serves sacrifices something,” he said. “What happened to me has changed me forever. I’m proud of what I did in Iraq because I know my work saved countless lives.” Mr. Will Daniel, Defense Supply Center Richmond Public Affairs K
After about a month of working with his prosthetic arm, Senior Airman Dan Acosta is adept enough with it to stack foam blocks during a warm-up exercise Thursday, Feb. 23, 2006, in the amputee rehabilitation clinic at Brooke Army Medical Center in San Antonio. (U.S. Air Force photo/Steve White)
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KC-1135: 50 Years of Logistics Excellence Submitted by Lt. Dan McCreary The KC-135 recently celebrated its 50th birthday which is no small feat by any aircraft’s standards and especially significant for a plane that has to carry the responsibility of being the “backbone” of the Air Force. The first KC-135 flight occurred on August 31, 1956, and the KC-135 was expected to be around for no more than 15 years and perform a very specific mission, aerial refueling. Fifty years later the venerable air refueler is still in the service because its usefulness was underestimated. A fleet larger than some commercial airlines, 565 KC-135s, with 16 different Model, Design and Series, located at 38 different world-wide locations has been key to our Expeditionary Air Force mission. The past 50 years have been filled with logistics challenges, but the plane’s longevity is a testament to the skill and vision of the logisticians who have kept it flying for half a century.
ventive inspections are being done both in the field and during PDM. Finally, owning organizations are washing their KC-135s in accordance with corrosion prevention technical orders in order to remove accumulated contaminants. Another age induced problem on the KC-135 is stress corrosion cracking (SCC). Again, this problem boils down to the type of material used during the manufacturing process. The materials used are particularly vulnerable to this type of cracking. The solution to this problem resides at the PDM. PDM inspectors focus on areas of the plane that are at risk for the existence of stress corrosion cracking. Typically, two-to-four major structural repairs per plan are performed during PDM as a result of corrosion and SCC. Parts obsolescence has also proven challenging for logisticians and becomes more prevalent as time passes. Parts obsolescence stems from two factors. First, 50-year old aircraft drawings have become illegible making the identification parts specifications difficult. Second, as demand for certain parts waned, vendors stopped producing those parts; other vendors closed their doors over the years as the defense industrial base shrank. Logisticians have been able
As the KC-135 has aged it has posed various mechanical challenges to logisticians. Corrosion, stress corrosion cracking, parts obsolescence, and system degradation are just a few of the challenges that engineers, maintainers and logistics readiness personnel handle each day. The corrosion is a result of the aircraft’s interaction with the chemical environment. The corrosion resistant technologies of the 1950s were not as sophisticated as they are today. Material selection was based upon weight and strength; as a result, the lack of corrosion preventive materials used during the manufacture process made the aircraft more susceptible to corrosion over time. Today, advanced manufacturing and preventative maintenance processes help diminish its impact on the plane. For example, one process requires the removal and replacement of corroded parts with new more corrosion resistant parts. Another process includes removing paint every time a KC135 goes through the programmed depot maintenance (PDM) line, and applying a better quality exterior paint. Another preventive process ensures the application of additional Corrosion Preventative Compounds (CPC) to Workers at Tinker AFB loosen main landing gear trunnion bolts so the men can inspect for areas highly susceptible to corrosion. Also, corrosion pre- corrosion. Mr. Byke is a hydraulics aircraft mechanic, and Mr. LaPlume is a flight controls aircraft mechanic. (USAF photo by Margo Wright)
(AAIP). One initiative of the plan is called Team Spirit. Team Spirit invites home units into the PDM facility to complete the acceptance inspection items after work is completed, but before aircraft is closedup, in an effort to reduce aircraft down-time at home station. The Air Force lauded Team Spirit and may implement it on other weapon systems. Logistics analysts have helped keep the KC-135 flying by helping identify reasons for downtime. In addition to PDM, one of the highest drivers in Total Not Mission Capable for Maintenance time is scheduled maintenance inspections. Controlled Interval Workers at Tinker AFB apply the first coat on a KC-135 Stratotanker engine cowling. One coat of primer Extension (CIE) of scheduled inspections is a data driven research and evaluation effort that seeks to and two coats of paint add 420 to 500 pounds to the aircraft. (USAF photo by Margo Wright) extend the time between scheduled maintenance inspections as long as possible without sacrificing relito fill some of the void by obtaining parts from retired aircraft stored at the Aerospace Maintenance and Regeneration Center (AMARC) ability and/or safety of flight. By increasing scheduled maintenance at Davis-Monthan AFB. Unfortunately, AMARC supplies are finite inspection intervals, more KC-135s are placed in the war fighters so logisticians have pursued a variety of other options including qual- hands. Prior to 2003, KC-135s were required to be inspected every ifying new vendors (source of supply), identifing work-around parts, 300 flight hours. In 2003 the CIE initiative was instituted. By 2004, KC-135 scheduled maintenance inspection intervals increased to and reverse engineering parts. every 12 months or 1200 hours, whichever comes first. In 2006, A well-planned and wellanother extension increased the inspecexecuted PDM process is tion interval to 15 months / 1500 hours. proving to be a major conThe next two steps in the program tributor to the KC-135’s include increasing the interval to 18 endurance. As the aircraft months/1800 hours and then to 24 aged, PDMs became months/2400 hours. These are only a few extremely challenging and of the many initiatives being implementfor a time, in the late ed in an effort to even further improve 1990s, a backlog of depotsupport to the war fighter. possessed KC-135s As threats, technology, and missions occurred. In 2000, depotevolved, so did the need for additional possessed KC-135 aircraft capabilities. Logisticians are modernizing reached 176. At that point, KC-135 US Locations the KC-135 aircraft to enhance communi31% of the KC-135 fleet cation, navigation and surveillance capawas undergoing PDM with flow days reaching an all-time high average of 433 days. To combat bilities and to meet emerging civil air traffic control requirements, such the backlog and to prevent backlog in the future, the three PDM sites as the Global Air Traffic Management modification. implemented LEAN and Six Sigma process improvement principles and shared best practices. The results were dramatic. Today there are less than 54 depot possessed KC-135s with flow days reduced to less than 204 days. The PDM process improvements resulted in cost savings of over $50 million in 2004 and 2005 combined and, more importantly, more KC-135s in the field mission ready for operational units to employ. Though significant changes occurred at the PDMs, more is on the way with the goal of ensuring even more reliable KC135s are available to the owning organizations.
Fifty years and still going strong…a weapon system originally designed to be an interim tanker has become so much more. Fifty years of logistics excellence and selfless service has enabled this venerable aircraft to support the fight in so many ways: tanker, cargo carrier, aero medical, command post, and DV transport. Airmen, Soldiers, Marines and Sailors owe this glorious aircraft and the logisticians who have kept it flying a big thank you. Rest assured…despite the challenges, this 50 year old will continue to be the bridge to the battle or to home for years to come.
One such program rolled a number of initiatives into a weapon system plan called the Aircraft Availability Improvement Plan
2Lt Dane McCreary is a special projects officer for the 551 ACSS at Tinker AFB. K EXCEPTIONAL RELEASE
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Submitted by Mr. Larry Lake Imagine you are miles above the sea, thousands of miles from land, your supersonic fighter is low on fuel and the weather is closing in. You key the mike calling for a location on the tanker that is supposed to be here. Although you are separated from the tanker by less than two miles you can’t see that big bird anywhere. Soon you have only minutes of fuel remaining. Then a welcome, loud and reassuring voice fills your headset, “Level at base refueling altitude plus nine and in the clear.” You reply, “Roger, climbing.”
KC-11 35: F ifty Y ears o f Operational E xcellence
Within a few minutes, you have fuel coming on board and flameout is no longer moments away. The hole the KC-135 had found to refuel in is only a few miles wide and the tanker keeps turning to remain in visual conditions. This is the mission of the KC135. There is no more welcome sight for an aircrew far from land and needing fuel than the sight of a tanker. The first flight of the Boeing KC-135A was August 31, 1956 in Renton, Washington. The aircraft was christened “The City of Renton.” Since then there have been many variants of Stratotankers as the backbone our nation’s tanker fleet. Fathers, their children and grandchildren have crewed, maintained and provided logistics support to this great aircraft. The dedication of this global team kept the KC-135 and all its variants flying high, and giving fighters, bombers, reconnaissance aircraft and airlifters true Global Reach. Without air refueling by KC-135s, combat operations like ARC LIGHT and ROLLING THUNDER (Vietnam, 1964-1973), DESERT SHIELD and DESERT STORM (Kuwait and Iraq, 1990-1991), ALLIED FORCE/NOBLE ANVIL (Yugoslavia, 1999), IRAQI FREEDOM (Iraq, 2003-present) and many others would not have been possible. The KC-135’s jet powered capability was greeted with excitement and enthusiasm upon delivery. The improvement over its predecessor, the KC-97, was phenomenal. It was easier to fly.
With its single unobstructed deck—versus the two decks, ladders and cargo bay fuel tanks that filled the KC-97—the KC-135 was easier to load. The improvement was more significant than just a better tanker. The KC-135 changed how military planners built strategic bombing operations. For example, bomber range was increased by higher speed, higher altitude and faster refueling. KC-135s didn’t need to deploy to forward bases; they could launch with and keep up with the bombers. These planning factors that planners take for granted today revolutionized operational planning during the Vietnam era. During the Vietnam era, tanker operations changed yet again as KC-135s began supporting tactical fighters and fighter bombers whose flight plans were more flexible, and not as meticulously planned as those of strategic bombers. This resulted in many unscheduled refueling events often with desperate receivers low on fuel, damaged or both. Many lives were saved by the KC-135 and its valiant crews. One such save is briefly described below. The aircrew was made up of. Maj .John H. Casteel, and Captains copilot, Richard L. Trail, navigator, Dean L. Hoar, and boom operator Master Sgt. Nathan C. Campbell. It began with a refueling of two F-104 fighters. While refueling the F-104s, they were advised that two Navy KA-3 tankers desperately short of fuel were on the way. The KA-3s had fuel they could transfer but could not use themselves. After receiving a partial load the F-104s stayed with the KC-135 to defend it against MIG attacks while it refueled the KA-3s. The first KA-3 took on just enough fuel to stay airborne then the second KA-3 hooked up.
It was then that two Navy F-8s arrived for emergency refueling. One was so low on fuel that he could not wait for the second KA3 to complete refueling. Instead he mated up to the KA-3 that still was taking on fuel from the KC-135. This is believed to have been the first tri-level refueling ever. While the dual transfer was in progress, the first KA-3 passed fuel to the second F-8, and then returned to the KC-135 to finish refueling. This refueling was still on-going when two F4s were vectored to the KC-135 for emergency fuel. While waiting for the F-4s the KC-135 gave the F-104s additional fuel then refueled the F-4s with enough fuel to return to their carrier. After these 10 refuelings, the KC-135 did not have enough fuel to return to its base in Thailand. It headed for an alternate in South Vietnam while refueling the two F-104s a third time. For this remarkable day Major Casteel and his crew were awarded the 1967 Mackay Trophy for the most meritorious Air Force flight of the year.
After a half century and 6.5 million flying hours, the KC-135 is still serving today thanks to the marvels of technology. Modernization programs improving and enhancing mission capability have kept this veteran on the front lines of America’s global presence. The cockpit of the KC-135 has been modernized and improved under “Pacer CRAG.” The Global Air Traffic Management system upgrades avionics for communications and navigation, and allows the KC-135 to operate globally in the 21st Century. New F108 high bypass-ratio turbofan engines are more fuel efficient, quieter and more powerful than their predecessors. Honeycomb radomes have been replaced with more reliable foam core radomes saving maintenance costs. The Multi-Point Refueling System Program adds wingtip hose-and-drogue refueling pods to the tanker. These upgrade programs have prepared the KC-135 for its future in the Air Force. Over its 50 year history, the KC-135 and all variants have gracefully accepted many roles. This versatile jet age pioneer has participated as a aeromedical evacuation aircraft, airlift transport, communications platform, and reconnaissance. Additionally, the EC-135 was a constantly airborne flying command post for decades. The KC-135 has shown its adaptability to the changing missions. What is in store for it during the next 50 years? Today, the KC-135R remains the backbone of the USAF tanker fleet. It can offload 50 percent more fuel, is 25 percent more fuel efficient, and 96 percent quieter than the KC-135A. When “Dix” Loesch and “Tex” Johnston took tail number 55-3118 into the air for the first KC-135 flight 31 August 1956, they could hardly have imagined that 50 years later the KC-135 flight crews, crew chiefs, maintenance and logistics personnel, and the hundreds of other professional specialties would be keeping this warrior flying in the new millennium. Larry Lake is the Director of Mission Support for the 827 Aircraft Sustainment Group, Tinker AFB, OK. K
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Tech. Sgt. Roland Alexander teaches Afghan National Army soldiers how to test fuel. Airmen on embedded training teams are training ANA troops about supply issues. (USAF photo/Master Sgt. Orville F. Desjarlais)
Rebuilding a Nation ANA HQ Log Command from an AF Embedded Perspective Submitted by Maj Jorge E. Solares & Capt Douglas D. Templeton On May 28, 2006 the first 365-day Air Force Embedded Training Team Members (AF ETTs) arrived in Afghanistan to continue the mentoring of Afghanistan National Army Headquarters Logistics Command (ANA HQ Log Cmd) personnel begun by the original AF ETTs six months earlier. The 78 new ETTs, like their predecessors, face a monumental task as they try to help the ANA HQ Log Cmd develop its fledgling command and control elements and network of support depots (all of which are less than a year old) while combat operations against Taliban insurgents in southern Afghanistan continue. The ANA HQ Log Cmd currently has just over 4,770 personnel authorized, but only 1,189 are permanently assigned. The ANA HQ Log
Cmd requires significant additional monetary resources and training to perform its wartime mission. All the AF ETTs have realized that mentoring is not going to be as easy as just showing the ANA Log Cmd how to establish, run, manage, and lead a logistical system, and then walk away a year later. It is going to take hard work and perseverance to see it through to success. There is currently little to no resemblance to what we consider a mature logistical system. Progress is being made, however. The current crop of AF ETTs have been in Kabul for six months and the results are tangible throughout the ANA HQ Log Cmd. AF ETTs have successfully stood up a command and control organization—the Logistics Support Operations Center (LSOC) within the command, carving out
approximately 75 positions to establish their C2 element. LSOC is now the central point of contact for all ANA units to requisition supplies and coordinate transportation requirements. Standing up this unique organization eliminated the problem of each ANA unit communicating requirements directly to the various command elements, providing greater overall visibility to command activities. In addition to the establishment of the LSOC, ETTs have initiated a very ambitious construction program. Consisting of 12 new projects and over 30 sustainment, restoration, and modernization projects to existing facilities, this $112M program is currently ten percent complete and on schedule to facilitate the command’s fully operational status by December 2007. In addition, the ANA leadership at the Class III Fuels Depot is very much engaged Maj. Richard Jones II (left) briefs soldiers from the Afghan National Army's Central Management Agency on with the senior fuels ETT mentor to make their the route they will take for their long-haul convoy mission in Kabul, Afghanistan. Major Jones is the senior mentor assigned to the 755th Expeditionary Mission Support Group's CMA embedded training team. (USAF depot operations successful. With ETT guidance photo/Staff Sgt. Jennifer Redente) and leadership, Class III has built new living quarters, improved compound security and has implemented computer training course and fire prevenserious dialogue and numerous private sessions with the ANA Log tion training for all its soldiers. Even with these improvements, the Cmd senior staff to convince them to delegate decision making Class III Depot still requires additional resources and training to per- authority to their subordinate commanders and junior officers. A form its wartime function. flat command and control organizational structure was slowly transAnother success of the AF ETTs came in the area of command and control. The ANA was still using a Soviet style leadership system whereby, all the operational decisions were made at the highest level of the Log Cmd organization. There was little to no delegation of command authority. This leadership style was seriously hampering the effectiveness of the ANA in accomplishing its logistical mission. In essence, key ANA leaders were not given the authority to make decisions that directly impacted combat operations. It took
formed into a viable and combat responsive organization. With the ETTs guidance, key ANA leaders were now given unsurpassed authority to make decisions quickly and decisively, thereby enhancing the logistical capabilities of the ANA Log Cmd. The AF ETTs have quickly found out that there are many opportunities as well as challenges in the ANA Log Com. Afghanistan is a country that by our standards is significantly behind in technology. For example, as Americans we measure time by looking at our watches; the typical Afghan measures time by looking at the lunar calendar, a hard concept for Americans who are used to fast food, fast cars and fast internet connections. However, through use of technology, we have found ways to do things in a fraction of the time. Some days we work without electricity or running water but the mission still gets done. Another challenge for the ETTs is that many Afghans, particularly women, are virtually illiterate. Many Afghans cannot even sign their name and have to rely on their fingerprint or a signature ring as proof of signature. This makes simple logistics tasks such as reading a requisition document or pulling items off a supply shelf extremely difficult. ETT members have to develop creative solutions to the illiteracy problem while also getting used to communicating in a foreign language and speaking Continued on next page... EXCEPTIONAL RELEASE
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English in a manner that can easily be translated through an interpreter. Many English words we use every day do not translate or have alternate meanings in Dari. In most cases we have to greatly simplify the concepts we’re trying to communicate.. We also have to devise different ways of explaining the same concept until the “right” phrase clicks with our interpreters. These are just some of the many hurdles that we have encountered and have started to overcome.
processes on their own. That is the basic model we use to teach, help, and then oversee.
One of the things we have found is that the ANA Log Cmd soldiers see us as military professionals from the very start. They see us as experts in our chosen fields and are very willing to accept our help and advice on most matters. However, they are very proud, and it’s proven beneficial to Master Sgt. Lawrence Marquez Jr. is on a mission to mentor and teach let them come to their own concluAfghanistan National Army Soldiers how to operate a national-level fuel sions. As AF ETT mentors, we show depot. Sergeant Marquez is an embedded trainer with the ANA, deployed to Detachment 2 of the 755th Expeditionary Mission Support Group at them the possible outcomes of each Camp Eggers in Kabul. (USAF photo/Master Sgt. Lance Cheung) course of action, and they decided which action to implement. The key to this whole operation lies in the Afghans themselves; Knowing the job through and through is the only way to be able they are a hard working people and have spent many years locked to provide that kind of mentorship. in an internal struggle for their country, and in many cases their Unsurpassed commitment to the mission is a must for ETT memlives. They have a determination that is hard to see on the surbers. When the AF ETTs first came together in April at combat face but if you spend any time with them you begin to see they skills training in Camp Shelby, Mississippi, members stood up have a strong desire to build a nation that is free to make choicand explained their background. We were amazed at the number es and to be able to shape its own destiny. Most of the soldiers of people who volunteered to take on this colossal task far away assigned to the logistics functions in the ANA have no experifrom family and friends. There are very few times in your milience in the field of logistics. Many of the concepts of the supply tary career when you will be afforded an opportunity to get in on chain we take for granted are new and seemingly impossible to the grass roots of an operation of this scope and magnitude. The implement. There is no infrastructure and the basic understandAF ETT mentors here know they are not just building a military ing of supply processes is something that has not gotten a lot of but they are building a state of mind from the ground up. The attention until just recently. The ANA is too new for a formal emotions run from utter frustration to shear elation on most technical school to have been developed, due to the need for days. Every day presents a unique challenge and every challenge combat soldiers in the field, so we are left with the task of trainis met head on by a hard working, extremely knowledgeable and ing the key players through an OJT process. Mentoring, though, dedicated group of AF professionals. We will not let the ANA is more than just teaching the ANA how to move supplies. It is Log Cmd fail in their efforts and the AF mentors go out of their also showing them how to be military professionals in every facet way to show this each and everyday. of their daily lives. They have to develop their military and their logistics system or it will never be institutionalized. We are here In summary, this is an assignment that is both extremely chalto provide guidance and a gentle nudge in the right direction lenging and words cannot begin to illustrate how rewarding it when they come to the inevitable forks in the road. can be. The ANA Log Cmd is on the fast-track of building an All this could not be done without the competent leadership of AF ETTs in Afghanistan. Having the right mix of leadership, AFSCs and the right people in the right positions cannot be understated. As the ANA Log Cmd matures, the mix will most certainly change, and considerable time is spent reviewing strategic plans to make sure we do just that. Every day we are amazed at how far the mentors will go to teach the ANA and how to make the logistics system work. The professionals here are top notch in their fields and are able to pass their knowledge and vast experience at every level. From the smallest detail to the “big picture”, it all has to be taught, assisted through on the job training, and then observed as the ANA Log Cmd start to do these
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efficient logistics system and being an effective military component. Given the daunting challenges currently facing the ANA Log Cmd, the long term value of empowering them, building stability and modernity where chaos might otherwise reign, cannot be emphasized enough. Major Jorge E. Solares is the ANA Logistics Command Chief of Staff and Finance Senior Mentor and Captain Douglas D. Templeton is the ANA Logistics Command Logistics Support Operations Center Senior Mentor. K
Mike Powers, Chief, Process Improvement and Performance Branch, mentoring Kristina Homan, co-op, and using the Civilian Career Development Plan as a mentoring tool.
AFMC Work Force Development Submitted by Ms. Sandra Wimberly Air Force Materiel Command’s Logistics Directorate is on the cusp of major process changes that will help it become a more lean operation with the goal of providing affordable, high-quality, on-time products and services to the warfighter. These changes, along with changes in Air Force structure, operational environment and civilian work force demographics, create significant career growth opportunities for logisticians. The changes also require new ways of working, new concepts, and new skills. In short, the work force — and logisticians in particular — must become more flexible, cross-functional, and highly trained employees who are competent in needed areas. These new requirements highlight the need for AFMC to refocus on the development of technical skills and leadership competencies as part of an overall career life-cycle work-force development strategy — a key lesson learned from the foundation set by the Depot Maintenance Reengineering and Transformation effort dating back to 2002. AFMC is responding to this need with a variety of new tools to help logisticians make these adjustments, navigate their career, and plan for future advancement.
PROFESSIONAL DEVELOPMENT FRAMEWORK (PDF) According to Lorna Estep, Deputy Director of Supply within
AFMC’s Logistics Directorate, the PDF resulted from a growing need to define future core capabilities our work force must have to achieve the Air Force transformation in logistics. “With our future processes demanding more strategic thinking, analysis and technical problem solving, our work force competencies must also change,” said Ms. Estep. “The PDF provides a template for employees, supervisors and management to identify Air Force future needs; analyze individual and total force capabilities for those needs; and fill gaps by providing training, education and experience opportunities.” However, the PDF is more than just a roadmap. It also is a tool supporting all current Human Capital efforts. It provides leadership competency and capability attainment information so that managers can adequately guide employee development needs, select from a robust talent pool, and ensure that future leaders have the key competencies. The tool measures individual progress along three tracks: 1) Enduring or core competencies (necessary competencies and qualities of every Air Force employee) 2) Dimension capabilities (required/mission-area oriented profession-based capabilities) 3) Functional skills within an individual’s current assignment The PDF provides a common language for professional development that helps managers work with their employees on career planning. It also establishes a credentialing process and criteria for the logistics
profession, providing employees with an opportunity to obtain recognition for all competencies attained during their careers. Above all, it aligns employee development with the Air Force mission, goals, and objectives.
CIVILIAN CAREER DEVELOPMENT PROGRAM-MAINTENANCE (CCDP-MX) BROCHURE Having a career development plan and goals is critical to helping the logistician choose the right path as he or she advances through their career. While there is no single roadmap to achieve success, depot maintenance at Hill AFB prototyped and tested a tool to help. Expansion of the CCDP-MX Brochure will make it available for use throughout AFMC.
David Vasser, Site Lead for BearPoint, teaching Immersion Training.
The brochure is separated into two parts. One section is for employees in the WG-3 through GS-11 grades. The other section is for employees in the GS-12 through GS-15 grades. The brochure covers five key areas: Training Education Career Broadening Mentoring Civic and Professional Activities Both sections of the brochure include a worksheet that helps workers define individual career goals. According to Ellen Griffith, the Logistics Directorate’s Depot Operations chief, the brochure will help employees take advantage of the Civilian Force Development construct. “The guidance in the brochure will give employees a better understanding of career paths that can expose them to a broader scope of Air Force operation activities,” Ms Griffith said. The brochure recently completed a month-long prototype in the maintenance community that included 12 pairs of “mentors” and those they were mentoring. Pairs were from Headquarters AFMC, the command’s three Air Logistics Centers, and the Aerospace Maintenance and Regeneration Center.. Overall comments were very positive. “Mentoring is great, but there’s not a standardized approach to identify a mentor, use of a standardized methodology to develop personal goals, and have recurring meetings,” said one of the participants being mentored. “The CCDP will fill this void.”
I M M E R S I O N E D U C AT I O N Purchasing and Supply Chain Management (PSCM) is part of a major AFMC effort to improve warfighter readiness by integrating multiple purchasing and supply functions into a single, end-to-end
process. The resulting business environment will create new job opportunities throughout the Logistics community. To help prepare the work force, PSCM developed a learning program called Immersion Education. The program provides a comprehensive review of key PSCM concepts and practices in an academic setting. It helps mid-level supply logisticians understand the linkage to best practices that are currently being implemented or planned for implementation. This collegiate approach helps graduates become central change agents to facilitate the adoption of PSCM concepts and practices. Since October 2005, more than 700 civilian employees have graduated from the nine-week course.
I N T E G R AT E D T R A I N I N G T E A M A strong work force is a well-trained work force. General Bruce Carlson, Commander of AFMC, underscored this when he selected training as one of the top four initiatives within Air Force Smart Operations for the 21st Century (AFSO21). AFSO21 is a continuous process improvement initiative to maximize efficiency and reduce waste. The logistics community responded by forming an Integrated Training Team (ITT). The team’s objectives involved minimizing redundancy, eliminating duplicative efforts, and reducing resource expenditures. Since January 2006, team members from maintenance, supply, product support and the Headquarters Logistics training office have collaborated to identify gaps in courseware management, training development, and policy and procedures. Although the team is still in the approval phase, its work is under way. Here is a brief example which illustrates the success of the ITT. The supply community received a request to create a new course for a system. Through collaboration, they used depot maintenance’s comContinued on next page... EXCEPTIONAL RELEASE
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mand management database, which houses all courseware in development. Within minutes, the team realized there were two courses already in existence that fully satisfy the requirements, thus saving the command millions of dollars in development costs.
CIVILIAN TRAINING PLAN (CTP) The maintenance community’s CTPs are comprehensive education and training documents that identify life-cycle education and training requirements, training support resources, and the civilian work force’s minimum requirements for capability assessment and career development. They are used to develop clear paths for the series and non-series specific skills. The CTPs have been modeled after the military Career Field Education Training Plan (CFETP), and use a Civilian Utilization and Training Workshop process to develop training plans. This tasking has been accomplished with full cooperation between the maintenance and personnel communities. Currently, there are 80 approved CTPs ready for use. Professional development improvements and training initiatives facilitate leadership growth from entry-level employees to seniorlevel managers. By focusing on these improvements and AFSO21 initiatives, AFMC’s logistics community is preparing its work force for the ever-changing future. Sandra Wimberly is the Chief of the Workforce Management & Integration Branch at HQ AFMC. She is responsible for processes and policy governing skills based training, career progression and professional development of depot maintenance employees. She has 26 years of federal civilian service, mostly in the depot maintenance area to include strategic planning, workload management, performance analysis, budget, transformation, and education and training. K
A maintenance technician installing a B-52 landing gear.
Are Your Charts Lying to You?
Submitted by Major Ken Theriot We humans love to measure things to see how we’re doing. “Is the Dow up or down today? What is the crime rate? Is it better or worse than last month?” What about your golf score or bowling average? We are also good at quickly seeing patterns and acting on them. This is likely because Mother Nature thought it best for us not to spend time analyzing the situation when being attacked by a tiger. If we have to process “what is that huge striped thing running towards me at 60 miles per hour?” we become dinner. This fight-or-flight ability to quickly see patterns also causes us to sometimes see patterns where they do not exist! I guess Mother Nature considered the occasional error a small price to pay for survival; however, this pattern misperception can wreak havoc with our day-to-day situational awareness—when we are not being stalked by predators, that is. Take the indicators chart. We watch the numbers go up and down every
The Dangers of the Trend Line
month (this is called variation…remember that; there will be a test). We know we are supposed to act when there is a trend in the wrong direction or notice when things are improving. Mostly we do this on “gut feel.” But wouldn’t it be nice if we had some nice tidy rules to tell us, no matter how badly that gut is screaming at us, what the real story is—i.e. to give us the statistically accurate truth? Some of us have discovered something in our charting programs called the “trend line.” We ask the computer to come up with a trend for our numbers, and it does! It’s magic! And some of us actually make decisions based on that trend line, assuming the charting program was giving us our long-sought-after accurate truth. Hey, the computer generated this line. It must be right…right? Well, I have good news and bad news. The good news is that there is a way to tell if the trend line has any actual relationship to our data. The bad news is that it usually doesn’t.
Figure 1 Part 1
As a general rule, you’re better off not using the trend line. Let me qualify that last statement. If you can answer the following question correctly, you get to use trend lines. What does “R2” mean? I thought so. Have you ever heard of regression/correlation analysis, or simple scatter-diagrams? You plot two variables on a chart to see if there is a relationship. Let’s say you plot the number of hours studied against test scores. If the pattern of dots generally forms a line slanting up to the right, you probably have a positive “correlation.” See Figure 1. More studying likely gives you higher test scores. If the dots form a line going down to the right, you probably have a negative correlation. This could be, say, your
Figure 1 Part 2
golf score plotted against your practice time. The more you practice, the lower your score…hopefully. See Figure 1. Sometimes there is no relationship at all between the two variables you plot. How about the num-
ber of cans of soup consumed per month in Hoboken plotted against the number of rain storms in Manhattan? You would (hopefully) see a random splatter of dots on that chart. Sometimes, statisticians will take it into their heads to plot an actual line through these dots. This line, called the “best fit” line through the dots, represents the least distance away from every dot, and is calculated using a bunch of Greek-looking math symbols. Interestingly enough, this line can be calculated and plotted regardless of how far away from the line all the dots are! Take a look at Figure 2. The
Figure 2 Part 1
first chart shows a best-fit line for our golf game. It seems to make sense. But now look at the Cans of Soup vs Rainstorms chart. I feel pretty comfortable in my assumption that the amount of rain in Manhattan is not in any way affected by how much soup they eat in Hoboken (especially since I used a random number generator to create the plot). So why, then, does the best-fit line indicate a negative correlation? The answer to the earlier question is that there is no actual negative correlation in the soup/rain chart. Even though the line points down, we have to look at another number, called the correlation coefficient (R), to tell us what, if any, correlation exists. This number is also calculated by employing scary math symbols (if you would like me to send you all the scary symbols, possibly because you have too much time on your hands, just e-mail me, or look them up at http://www.vias.org/ tmdatanaleng/cc_corr_coeff.html). R is an indicator of the “strength” of the relationship between two factors. If R =
Figure 2 Part 2
0, there is no relationship, if R = 1 or -1, there is a 100% relationship (all the dots were on the line). For the charts above, R = -0.31 for the soup/rain chart. Not a very strong correlation. The golf scores plotted against hours of practice, however, show R = -0.97, a much stronger correlation. There is another number, even more important than R (you might even say “exponentially” more important…..that was math humor), that you should be aware of. It is called the coefficient of determination (R2). This number tells us how well the best-fit line actually represents the data. R2 specifically tells us the percentage of variation in one variable that can be explained by the variation in the other variable. For example, in the golf-score chart, R2 = .9387. This means that 93.87 % of the variation in your golf score can be explained by the variation in your practice time. For the soup/rain chart R2 = .0961, meaning that only 9.61% of the variation in Manhattan rain storms can be explained by the variation in the canned soup
Figure 3
consumption numbers in Hoboken (who knew?). So what does it all mean? Some of you have probably caught on to where I’m headContinued on next page... EXCEPTIONAL RELEASE
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ed. Others of you have gone into a trance at the mere mention of the word “coefficient.” If you will please re-focus, I’ll tell you why this is fascinating. To summarize where we are…anyone can calculate a best-fit line through a bunch of plotted numbers, but that line only has any actual meaning if a number called “R2” says it does. Let’s demonstrate this one more time in a different way, by charting some data that are clearly not trending either up or down. In Figure 3, I have charted the following sequence of numbers: 121212121212121-
Figure 5 Part 1
21212121212. If you don’t think this is a stable and predictable sequence,
E R : A R E Y O U R C H A R T S LY I N G
TO
YOU?
let me offer you $1000 to guess what the next number would be. I thought so. I have also added the trend line to this chart. Notice anything strange in Figure 3? The trend line goes up! There are just as many 1s as 2s in the series, and we know in our hearts that there is no upward trend. And yet, the trend line slopes up. How would you brief this one? Also, notice the R2 value of .0044. There is only a .44% (less than 1 %) relationship between the trend line and the data. So the line is essentially meaningless. Now let’s fold all this new knowledge back into our metrics charts. If we are happily sticking a trend line on our charts every month, might we not now be curious as to the value of R2? Well you’re in luck. The chart program we all use has an option for the trend line that allows us to put R2
Figure 5 Part 2
right on the chart itself. See Figure 4. In order to do this, simply right-mouse-click on the trend line, and click “format trend line.” There will be three tabs in the options window (see Figure 5.), click on the “options” tab, then put a check mark next to “Display R-squared value on chart.” If the R2 value is low, it is more dangerous to display the trend line than it is NOT to display it. What do I mean by “low?” You’ll have to make your own decision on that, but let’s just run a quick scenario that may help you decide. You’re at a staff meeting briefing your slides. The chart in Figure 3 shows up. Your boss first says, “Aha! We have an upward trend in this process. Something must be done.” Then your boss asks, “what does ‘R2 = .0572’ mean?” You tell him the truth, “Sir, it means that only 5.7% of the variation of the Y-axis variable (what you’re measuring) can be explained by the variation in the x-axis variable (time).” Then you translate as you notice his eyes glazing over. “Sir, that means that there is only a 6%
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WINTER 2006
Figure 4
chance that there really is a trend.” Based on what you think the
In summary, if you decide to use the trend line on your time-
boss’s reply would be, you can make a decision about when, if
series charts (which I don’t recommend), you really need to
ever, to use the trend line.
know what the R2 value is, and what it means. As you have
Actual trends can be detected using run charts, or statistical process control (SPC) charts. These tools allow us to tell the difference between noise (false alarms), and signals (actual tigers coming to eat us). Trend lines are best left for regression/correlation analysis, and not used for “performance-over-time” data. Trend lines take all the data on the chart into account. But “signals” are usually short runs in an overall stable set of data. Because of this, the trend line is not sensitive to these signals. By the time you end up with a high R2 value, the trend is so blindingly obvious that you really didn’t need a trend line in the first place. Play around with the charting program to see what kinds of patterns yield R2s over .9 (90%), and see this for yourself.
seen, a trend line can be drawn on ANY chart, and it may or may not have any bearing on the data you’re tracking. Also, since a trend line takes every point on a chart into account, it is insensitive to process trends or shifts, which tend to happen in short bursts. There are tools (beyond the scope of this article), such as run charts or control charts, that ARE good at identifying signals of change in your data. If you can’t immediately employ those tools, you can at least increase the usefulness of your current charts by NOT using the trend line. Assume there IS no trend; statistically, you’re more likely to be correct. K no Contributor Paragraph?
The Center for Army Lessons Learned (CALL) and You Submitted by Mr. Nicholas Mangus So, you are executing an Air Expeditionary Force (AEF) deployment and will be working with your Army brethren? In a few months or weeks you expect to be in a night convoy moving from Balad Airbase to the Green Zone. Maybe you’ll even be in charge of that convoy. Wouldn’t it be nice to know what to expect if your convoy is hit and to know what actions you should take upon contact with the enemy? Maybe your unit is executing an in-lieu-of mission that may have been done by the Army before. Kind of makes your head hurt. Well, do I have a deal for you! The Center for Army Lessons Learned (CALL) NIPR: http://call.army.mil (SIPR: http://call.army.smil.mil ) probably has some answers that will help you get better prepared prior to you setting foot in the AOR. Think of what CALL can provide you as a supplement to the
Expeditionary Airman (EA), Warrior Skills, Special Training or theater reporting instructions. CALL’s mission, and primary focus, is disseminating and integrating new concepts, Tactics, Techniques, and Procedures (TTP) solutions, and timely and relevant information to the Warfighter. That’s you. If you think the Army won’t let Airmen like you into their lessons learned website, you’d be wrong. Anyone in DEERS can access CALL’s wealth of information. Your DEERS status will dictate how much access you have in the system. From the CALL public site, log in as a DoD User. Log in using your DEERS information. Still can’t get access? Just ask for the CALL supplied log-in to enter.
Top Photo: Airmen work to provide security for incoming vessels at the port in Djibouti City, Djibouti, as part of a joint procedure to secure a pier for an incoming naval ship. The soldiers are assigned to the 1st Battalion, 16th Infantry, Alpha Co. (USAF photo SrA Sarah E. Stegman)
Once you are in, you will find that the site is organized into Warfighting, Training For War, Transformation, New Stuff at CALL, and CALL Products and Collections sections. In Warfighting, you will find all sorts of useful information such as: The latest and greatest Tactics, Techniques, and Procedures (TTPs) from the field: After Action Reports (AAR) Army Warfighting Functions Combat ID/Fratricide Counterinsurgency Operations (COIN) Cultural Awareness Detainee Operations Improvised Explosive Devices (IED) Initial Impressions Reports (IIR) Nation Assistance Operation Enduring Freedom (OEF) Operation Iraqi Freedom (OIF) Personnel Recovery (PR) Rear Detachment Operations Special Operations Forces (SOF) Urban Operations
Airmen seek cover as an improvised explosive device, or IED, is detonated at a location southwest of Baghdad, Iraq. Explosive ordnance disposal technicians were called to the scene when an Army infantry unit discovered a wire protruding from a mound in the middle of a road. (USAF photo)
Training for War and Collections has training packages and Army training requirements as well as mission execution tools. Some examples of available individual “Smart Cards”:
Convoy Operations , Smart Card 3 : CJTF-7 OIF Vehicle Search Techniques, Smart Card 5 : CJTF-7 OIF Improvised Explosive Device (IED) Smart Cards The IED and VBIED (vehicular Borne IED) Threat, Smart Card 4: CJTF-7 OIF
CALL Products is the one-stop shop for documents. So how do you keep track of all that information if something changes? Simple— on each page you can ask for e-mail notification of newly posted items so you don’t have to constantly keep checking back. If you still can’t get into CALL, or just can’t find what you are looking for, don’t give up yet. Just ask the trusty CALL analysts for Continued on next page...
Current Army OIF /OEF training guidance (All FORSCOM Training for War Requirements) covers all Army training requirements and can keep you current on threat. Some examples: AIF Top Five Most Deadly TTPs Possible Short, Mid, and Long Term Goals of Terrorist, Insurgent-Irregular & Paramilitary Groups in Iraq Insurgent Snipers in Iraq Insurgent Reconnaissance of Coalition Facilities in Iraq Latest Suicide Bomber TTPs ‘Booby Trapped’ Buildings Transformation covers the latest updates on Army transformation initiatives including Stryker Brigade Combat Team, Modular Force and Future Combat Systems. New Stuff is a chronological list of the new items posted to the web site.
Airmen prepare base for return to Iraqi control. Iraqi soldiers march through Camp Rustamiyah, Iraq, as Army Sgt. 1st Class Carlos Martinez watches. The soldiers are with the base defense battalion preparing to take over security for the camp, which houses NATO forces and the Iraqi Military Academy. (USAF photo SrA Brian Ferguson)
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time critical need, identify your request as Urgent in the description and contact CALL at 913-684-9569 or DSN 552-9569. If you are submitting an Urgent RFI when the CALL RFI system is not monitored (1700-0730 CST or weekends), you should contact the Ft. Leavenworth Staff Duty Officer who will notify CALL for immediate action. [DSN: 552-4448/4154 // Commercial: (913) 684-4448/4154] These numbers are not manned during normal duty hours. Advise the Duty Officer that you have submitted an Urgent request in the CALL RFI system and that you need to be contacted by a CALL representative as soon as possible. Good luck on your next AEF rotation. And if you find yourself working alongside the Army, just remember that CALL is out there and can be an invaluable additional resource for preparing you for your mission. The Army’s CALL is ready, willing and able to assist.
Learning to survive. Army Pfc. Dave Grever shows Tech. Sgt. Cindy Beaird how to shoot an azimuth during a combat search and air rescue operation at Fort McCoy, WI. The operation was part of Patriot 2006, a joint exercise held to increase the warfighting capabilities. (USAF photo MSgt. Robert Whitehead)
help using a Request For Information (RFI). Think of CALL as the Ask Jeeves for all your Army questions. When filling out your RFI, for security reasons, you will need to have a .mil e-mail (preferred), your unit and unit street address. Make sure to include a good phone number. If you are deployed, preparing to deploy or have some other
Mr. Nicholas Mangus is the Army CALL LNO to USAF Lessons Learned (A9L) K
Well… Not Exactly… But you CAN have this page. Reserve Your Spot Today! Contact Marta Hannon: marta@loanational.org
D I S A S T E R Management 101 Submitted by Maj Enid Lynch The past year’s Global disasters led me to reflect on how we logistics officers fit into disaster response efforts. We are not Civil Engineers, rescue specialists, or law enforcement personnel. However, like our colleagues, we are granted special trust and confidence by our government in a highly regarded profession. Like them, we are trained and experienced in leadership, management, and planning and executing complex tasks. But, unlike them, we have the added special expertise in moving assets around the globe. Each of us should expect to be part of the officer cadre available for disaster response. Nowadays, the entire Air Force has significant crisis training under a different name – deployment. Disasters and deployments share the common characteristics of being fluid, dynamic situations with many conflicting priorities and personalities. Both situations transition quickly from routine to chaos. Preparedness and foresight greatly ease the difficulties. In both situations, the impossible becomes possible as the scenario changes. Both situations demand calm, flexible, and focused leaders. The military brings remarkable strengths to disaster response. We know how to push in, shoulder the distractions aside and get things done. We are goal oriented. We possess unparalleled capability to quickly move a large number of people and massive quantities of materiel into and out of anywhere in the world. Our command, control, and communications structure, and clearly defined chain of command is aided by talented staff agencies who respond with deliberation. These strengths have counterpoint weaknesses. Pushing the “nonvalue-added” personnel out of the way is counterproductive when An R-11 jet fuel truck drives through the flooded streets in New Orleans. (USAF photo)
dealing with civilians, nongovernmental organizations, and nonDoD government agencies. Not everyone shares a common goal. Conflicting priorities and interpersonal relationships can be counterproductive. So can, misunderstandings; the military’s tremendous logistical ability is vastly overestimated by many—daily miracle working is the expected norm and anything less is considered failure. The military command, control, and communication capability results in senior leaders expecting instant information from the field. Talented staffers far away from the fray may be overly deliberate, unintentionally causing delays when the situation on the ground demands a prompt response. Despite the many challenges presented during disaster response, there are a number of things every military leader should remember in order to overcome those challenges. 1. Keep your focus and stay flexible to accomplish the common goal. If you can’t make the situation go away, can you take the people away from the situation? Can you bring materiel and personnel to alleviate the situation? 2. Understand the current situation. What personnel and materiel resources do you control? What are the current legal constraints and Rules of Engagement? International relief efforts may present extremely complicated diplomatic situations. 3. Keep up with the changes. Things not permitted in the morning may be possible by afternoon, depending on appropriate civil authority. For example, federal military assets are not normally deployed for civilian use without FEMA authorization. 4. Don’t put yourself, your people, or your resources in unnecessary
jeopardy. Becoming a victim will not help others. Safeguard your resources. Disasters disrupt logistics pipelines and make replacing assets difficult. 5. Don’t be the Lone Ranger and try to do it all by yourself. The “Masters of Relief and Aid”— the national level of the Red Cross, the Salvation Army, and FEMA are on the way. The local Red Cross and Salvation Army will already be engaged in many ways. These agencies bring tremendous assets and skills, such as shelter managers, medical teams, disaster logistics assets, contracting officers, and funds. 6. Use the local talents. Until disaster struck, the affected population managed their lives without us. Once recovery and reconstruction begins, they will resume managing their lives. Look on them as a massive talent pool capable of rising to the situation. Putting people to work puts purpose back in their lives, gives them some control, distracts them from despair, and reshapes the community. The sooner people feel they have control over their lives and a stake in the community; the sooner they will make contributions to the community. 7. Don’t expect to rely on Force. You have very little authority over a civilian populace and must use a variety of motivational tools. Unless martial law is declared you have no way to compel obedience. 8. Simple is better and low-tech is your friend. When the power goes off, so do many of the things we rely on in modern life. For example, when the power goes off, the water system’s lift stations quit. Without the lift stations, there is no water to flush toilets and no way to move the sewage to the treatment plant. With no power, communication transmission towers go down. No power equals no way to charge phone or computer batteries. When the power dies and the lights go out, the night becomes your enemy. What work you can get done must be planned around daylight. Think about how to work without electricity. Think about how to get the most use out of the fuel you have.
After 19 days of supporting the Hurricane Katrina relief effort in New Orleans, Airmen from the 147th Fighter Wing, Ellington Field, TX, return home to prepare for Hurricane Rita. (USAF photo by MSgt. Dale Hanson)
9. The media is a mixed blessing that will demand a story immediately. Control what you provide the media and ensure that information is accurate. Don’t speculate, don’t estimate, and don’t guess. Be certain—anything you say will be edited until you no longer recognize your original release. 10. Try very hard not to become impatient with your leadership from afar. They are doing the best they can and are also frustrated by your inability to send enough information and your incessant demands for more money, more materiel, more people. If you are in the field, send clear, concise reports daily. For the leadership further back, please remember the people in the field are extremely busy and may not have the capability to communicate with you as frequently as they would normally. Read their reports and ensure the reports are distributed to everyone who requires the data and information. 11. To paraphrase Gen Honore in New Orleans; don’t get stuck on stupid. “Stuck on stupid” is the continual rehashing of the should’ve, could’ve, would’ve scenarios until you are going nowhere fast. Stay focused on the present and foreseeable future and keep moving forward.
Airman 1st Class Brandon Calderon stands beside a 10K all-terrain forklift that he used here to unload supplies in support of Hurricane Katrina relief. (USAF photo)
Disasters can strike anywhere, anytime. Hopefully these few guidelines will provide you a working philosophy to help you carry out your disaster relief mission. Maj Enid Lynch is a career 21A and was a shelter manager at Grand Forks AFB during the 1997 Flood of the Red River of the North. She was the senior logistics officer during two runway closures and two deployments. She is currently stationed at RAF Mildenhall and is the 100 AMXS Operations Officer. K EXCEPTIONAL RELEASE
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J
Joint Logistics
Joint Logistics
Joint Logistics
oint Logistics
U.S. Transportation Command: Orchestrating Innovative Responses to Joint Force Distribution Requirements Submitted by Ms. Kathleen Ann Schick
“USTRANSCOM’s core competencies are evolving beyond planning and executing intertheater transportation… We will maintain excellence in our enduring transportation and aeromedical evacuation missions while seeking to improve service to the warfighter. At the same time, the DPO (Distribution Process Owner) mission is still rapidly evolving, and requires us to develop new concepts and skills.”
and their assigned transportation assets in time of peace and time of war.
The United States Transportation Command (USTRANSCOM) is the combatant command charged with managing America’s global Defense Transportation System (DTS). Providing air, land and sea transportation for the Department of Defense (DOD) has been USTRANSCOM’s primary mission since the command was formed in 1987.
More than three years ago the scope and impact that this unique Mobility Joint Force Provider has in support of the warfighter was significantly broadened. On September 16, 2003, the Secretary of Defense designated the USTRANSCOM commander as the Department of Defense’s Distribution Process Owner (DPO). The SECDEF memorandum stated that the DPO is responsible for the overall effectiveness, efficiency, and alignment of DOD-wide distribution activities, including force projection, sustainment, and redeployment/retrograde operations. The DPO establishes the concepts and operational frameworks relating to the planning and execution of DOD transportation operations. Almost a year later, on July 28, 2004, the USTRANSCOM commander was also designated as DOD’s Distribution Portfolio Manager, responsible for integrating and synchronizing DOD’s portfolio of distribution systems (sustainment and force movement.)
USTRANSCOM executes its transportation mission through its three Transportation Component Commands (TCC): the Air Force’s Air Mobility Command, the Army’s Military Surface Deployment and Distribution Command, and the Navy’s Military Sealift Command. The Commander of USTRANSCOM has operational control of the TCCs
Most recently, the Unified Command Plan signed by the President on May 5, 2006, formally expanded USTRANSCOM’s role as the DPO. Three days later, the Deputy Secretary of Defense issued a memorandum re-designating the commander of USTRANSCOM as the DPO. “It is not new authority; it is a renewal of that original designa-
From U.S. Transportation Command’s Command Guidance
Top Photo: Bundles weighing approximately 2,200 pounds each roll out of a C-130 Hercules aircraft during an operational airdrop resupply mission to deliver supplies to three forward operations bases miles in Afghanistan. (USAF photo by MSgt Lance Cheung)
tion,” said General Norton A. Schwartz, Commander of USTRANSCOM. “What it says is that all the centers of gravity in the Department are reminded that USTRANSCOM is the Distribution Process Owner. That doesn’t mean that we assert dominion over the whole process, but it does mean that we are the bellybutton.” USTRANSCOM is making great strides toward its vision to transform from a command that provides only transportation solutions to a command that enables the full spectrum of global supply chain solutions. Today, the DPO is coordinating with Joint Deployment and Distribution An Astra BM truck is loaded onto a Landing Craft Mechanized (LCM) from the Spanish LSD Galicia. The truck Enterprise (JDDE) partners to improve collaborawill be used to help resupply the Spanish troops participating in a Multi-National exercise. The exercise involved tive planning and execution in support of joint troops from 44 countries, was designed to enhance regional stability and military-to-military cooperation. (DoD distribution operations. The JDDE consists of photo by SSgt Patricia Bunting, USAF) Combatant Commands (COCOMs), the Military Services, Defense agencies, Office of the all theater distribution and deployment operations. These JDDOCs Secretary of Defense, the Joint Staff, and commercial industry. execute COCOM priorities and policies as well as synchronize JDDE partners are professional colleagues, expert in specific distri- strategic/national and theater deployment and distribution processbution-related segments of the DOD supply chain. es. The JDDOC also provides the JFC a critical link to Several exciting initiatives are underway to improve the precision, speed, agility, and reliability of the DOD supply chain and provide freedom of action to the supported Joint Force Commander (JFC).
USTRANSCOM and the National Partners. Emerging concepts to assist with deployable distribution command and control include Joint Task Force - Port Opening (JTF-PO) and Director of Mobility Forces - Surface (DM4-S).
D E P L O YA B L E D I S T R I B U T I O N C O M M A N D J O I N T TA S K F O R C E – P O R T O P E N I N G AND CONTROL Several agencies identified logistical problems in Operations ENDURING FREEDOM and IRAQI FREEDOM. Shortcomings included ad hoc distribution command and control; units not sufficiently trained, organized, or equipped to jointly operate air and water ports; and few commonly accepted joint methods to track arrivals and transfer of combat power. The solution was the development of the Joint Deployment and Distribution Operations Center (JDDOC) construct. The JDDOC was designed to “bridge the gap” between the strategic and operational levels of deployment and distribution operations. Sometimes augmented by in-theater forces and by national-level support commands, agencies, and Services such as USTRANSCOM, the Defense Logistics Agency (DLA) and the Military Service departments; JDDOCs integrate strategic and theater deployment execution and distribution operations within each geographic COCOM’s Area of Responsibility (AOR). With the initial development of the US Central Command’s Deployment and Distribution Operations Center in January 2004, followed by the establishment of JDDOCs in all the COCOM’s AORs, the JDDOC concept established a single point of contact for
JTF-PO is a concept initiated by USTRANSCOM to integrate the efforts of the Army and Air Force elements at the Aerial Port of Debarkation (APOD) so that reception and onward movement of forces and equipment is seamless and immediate for the customer. The mission of JTF-PO is to provide a joint expeditionary capability to rapidly establish and initially operate an APOD and distribution nodes, and facilitate port throughput in support of COCOMexecuted contingencies. JTF-PO capabilities include a distribution network assessment; movement control; passenger and cargo clearance; early integration of commercial capabilities; POD distribution node management; and initial in-transit visibility. Although, the JTF-PO vision includes employment at either an APOD or a Surface Port of Debarkation (SPOD), i.e., Sea Port, the SPOD capability is not scheduled for fielding until later in FY07.
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execution of the COCOM’s surface movement priorities. Analogous to the Director of Mobility Forces – Air (DM4-A), theater-wide surface movement will benefit from integration and coordination via the Surface Tasking Order concept in a similar manner that air assets are managed under the Air Tasking Order concept employed by the DM4-A. Capabilities include synchronizing intratheater surface movement and providing surface movement visibility. The DM4-S fills many gaps in surface distribution control by providing a single entity for integrating force flow and distribution movement requirements; viewing delivery from the warfighter’s perspective (i.e., combat capability) rather than a transportation perspective (i.e., latest arrival date); providing the ability to identify requirements for surface mobility and acquisition back to National Partners; and providing a surface tasking order.
reflect the warfighter’s needs for force projection and sustainment distribution. The metric categories are:
S P E E D – providing materiel to the warfighter in time to meet the need
R E L I A B I L I T Y – perfect order fulfillment (delivery to commit date, complete, undamaged, properly documented, within specifications)
E F F I C I E N C Y – efficient use of personnel, equipment, and financial resources I N F O R M A T I O N V I S I B I L I T Y – providing all the information required from the supply chain to plan and execute operations. It is important to note that when considering warfighter’s needs, “speed” does not mean delivering early. However, a faster and therefore shorter supply line can be more efficient in terms of materiel investment required to support the COCOM’s requirement.
Besides the “Voice of the Warfighter” interviews, the metrics are grounded in the Supply Chain Operations Reference (SCOR) Model and commercial best practices. These metrics A CH-46D Sea Knight helicopter from Helicopter Combat Support Squadron 11 are developed in collaboration with (HC-11) deployed with the USS PELELIU (LHA 5) Amphibious Ready Group customers, stakeholders, and JDDE and the 11th Marine Expeditionary Unit, carrying supplies from a resupply ship partners. They provide four outcomeoff the coast of Hawaii. (DoD photo Cpl Patrick Bloodgood) focused standards which translate warfighter supply and information needs into tangible force projection and sustainment distribution objectives for the JDDE. And finally, performance based metrics PERFORMANCE BASED METRICS clearly recognize and incorporate the requirement for both effecTo maximize support to the warfighter, logisticians from tiveness and efficiency. USTRANSCOM visited several COCOMs to learn, first-hand, exactly what performance is required. This project, named the The goal of this project is to institutionalize the metrics frame“Voice of the Warfighter,” helped develop a clear definition of work for force projection and sustainment distribution and then what the JDDE is required to accomplish to support the warfight- employ them to inform budgeting, portfolio management, initiaer. The major outcome of the “Voice of the Warfighter” is the tive prioritization and development, and logistics operations establishment of enterprise performance metrics that focus on decisions throughout the DOD Supply Chain and JDDE. results which will drive alignment among the JDDE partners and drive tangible improvements to the warfighter. JOINT LOGISTICIANS The interviews resulted in establishing four primary metrics that
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USTRANSCOM, in its role as DPO, is energetically pursuing the
development of joint logisticians throughout DOD. The goal of the joint logistician initiative is to align people to a future state of improved efficiencies and better integrated DOD deployment and distribution processes, systems, and skill sets. The ultimate result will be a force of highly trained joint logisticians that understand supply chain interdependencies and are capable of operating in a variety of deployment and distribution disciplines. Logisticians and strategic planners at USTRANSCOM have aggressively pursued the inclusion of DPO into Joint Professional Military Education curriculum. Sixteen students graduated in May Sailors from Beach Master Unit One (BMU-1) offload their Light Amphibious Resupply Craft (LARC-V) from 2006 from the first Supply Chain and Landing Craft, Utility (LCU) 1633 during an exercise taking place off the coast of Southern California and DPO Integration concentration from the Camp Pendleton. (Released to Public) Industrial College of the Armed Forces (ICAF) at Ft. McNair, Washington, D.C., JDPAC has seven core functions: while an additional 27 students are currently enrolled in the 1. Global distribution network and engineering assessments program. 2. Analytically driven operational courses of action As another measure of success, three of the four Military Services 3. Joint capability – based programmatic analysis have agreed to code ICAF graduates for future COCOM assign- 4. Support Transportation Component Commands’ Title 10 programmatic analysis responsibilities ments. Also, the Joint Faculty Education Center approved DPO 5. Systems integration and data management as a Special Area of Emphasis (SAE) for 2006 and is recommending to the Military Education Coordination Council to 6. JDDE analysis/global distribution performance assessment 7. Futures/transformational analysis keep it as a SAE for 2007. Future goals include incorporating DPO as a Joint Learning Area and/or Joint Learning Objective in the Chairman of the Joint Chiefs of Staff Instruction 1800.xx, Professional Military Training Policy. This will influence curriculum in the DOD education community to introduce education earlier in the logistics career path; and to continue to work with the Joint Staff to assist in enhancing joint logistician career development, education, and training.
JOINT DISTRIBUTION PROCESS A N A LY S I S C E N T E R One of the newest transformational initiatives at USTRANSCOM is the Joint Distribution Process Analysis Center (JDPAC), which commenced operations in a virtual, noncollocated environment in September 2006. The mission of JDPAC is to provide analysis and engineering support to improve the command’s ability to move and sustain the Joint Force and operate the Joint Deployment and Distribution Enterprise (JDDE).
Although USTRANSCOM logisticians may not be directly involved with all of these core functions, their input and the JDPAC analysis should improve focus on joint operations and provide analytical solutions for the DOD distribution process. The value of joint logistics is in its ability to provide the JFC freedom of action, as measured by how well the enterprise can achieve three joint logistics imperatives: unity of effort, domainwide visibility, and rapid and precise response. As DPO, USTRANSCOM is reaching for these imperatives through increased coordination and synchronization with JDDE partners. “This is not a question of ownership,” said General Schwartz, in describing the role of the DPO, “This is a question of orchestration - in a way that supports the warfighter better and brings more value [effectiveness and efficiency] to those who are involved…and pay the bills.” Ms. Kathleen Ann Schick is a Joint Distribution Specialist assigned to U.S. Transportation Command. K
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CGO Corner CGOS MUST BE AIR FORCE STRONG It goes without saying that today’s logistics company grade officer is busy. The twenty first century with its apparent and emerging conflicts has redefined the Air Force’s fiscal landscape, and personnel structure, while simultaneously heightening the level of responsibility placed on young logisticians. Every CGO from the newest lieutenant to the most senior captain is expected to pull his or her own weight – leading from the front to accomplish the mission at hand. “Expeditionary” is no longer a school house lexicon—it’s part of the job! It would seem that everyone is running at a sprinter’s pace making the mission happen seamlessly with less people and fewer dollars; it’s the new math. At home-station there are the rigors of flight command – meetings, endless suspenses, EPRS, decorations, and of course the most important task at hand—the operational mission of your flight. Multiply this by a factor of five, take away the creature comforts of home, and you get the deployed experience.
ER: CGO CORNER
As a former aerial port flight commander I know firsthand that one’s own personal development often takes a back seat to the daily rhythm of squadron operations. After a long day of running up and down the line and banging out awards packages on the computer, a good workout, hearty meal, hot shower, and a cozy bed is what’s on my radar. All other pursuits are as stealthy as a B-2 over Baghdad. However, a cursory review of historical military figures and, even more relevant, a glance at any logistics senior leader biography tells us that education is an essential cornerstone of future development.
Capt Vianesa Vargas
Capt Ernest Cage
It is clear that our current operational tempo will not change in the near future and anyone putting off obtaining an advanced academic degree or completing Squadron Officer School in anticipation of an operation lull has the wrong vector. The CSAF, General T. Michael Mosley, recently reversed a previous decision to mask advanced academic degrees at Major promotion boards. He has sent a clear message to us all that continuing education is essential for officer development in peacetime and during war. I earned my Master’s degree in a traditional night school classroom setting. However, there are quite literally dozens of fully accredited schools recognized by the Air Force that offer programs that are totally online. While distance learning is not for everyone, these courses of study offer the portability that allow you to learn anywhere—even in your tent at a deployed location halfway around the globe. The average program takes two years and with the current 100% tuition reimbursement initiative, earning your degree is “priceless.” Many fellow CGOs I talked to say “I’ll start next year” or “I’m going to AFIT”. Of course it is never too late to get started and, while AFIT is a great avenue, neither answer offers a strong alibi. The first statement of “next year” usually turns into just in time schooling putting a strain on all parties involved and leaving the student with a degree but little appreciation for the curriculum. While AFIT continues to offer first class degree options, force shaping mandates have reduced school slots, thus lessening your odds of attending. I will leave you with this personal observation. One of my colleagues was recently passed over to attend Squadron Officer School in residence to a newer officer who had just arrived in the unit. Knowing the high caliber of my friend: CGO of the quarter, big projects officer, CGOC, etc., I asked him if he knew why he was not selected to attend. His reply in almost a whisper to me was that he had not finished the correspondence course. In the final analysis I borrow from the new Army slogan “Army Strong” to describe the holistic value of continuous formal officer training. Advanced education and PME are the building blocks that stimulate ideas and champion change—quintessential traits that embody officership and make an Air Force leader more effective at navigating a battle space that is ever changing. In sum, our emphasis on education is what defines the Air Force Officer Corps. Every Airman is expected to lead, but officers inspire leadership by championing intelligent and relevant debate using imagination, cognitive skills, text book finesse, and by exercising mental and physical toughness. You must not only be a competent maintainer or logistics readiness officer, you must also be Air Force Strong – hit the books! The CGO Corner is written by Captain Vianesa Vargas is the squadron operations officer, 60th Aerial Port Squadron, Travis AFB, California and Capt “Nest” Cage, who is currently, Deputy IDO and Chief, Base War Reserve Materiel and Support Agreements Management, 51st Logistics Readiness Squadron, Osan AB, Korea. For comments, submissions or questions about the CGO Corner please email CGOCORNER@LOANational.org K 48
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Chapter Crosstalk GUARDIANS OF THE NORTH CHAPTER – MINOT AFB, ND Submitted by Capt Chris Barushak and 1Lt Sean Bojanowski
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The Guardians of the North kicked off a new era of logistics professional mentoring and excellence! We championed first-rate guest speakers and events, generating greater interest in LOA. We recently hosted professionals from the USSTRATCOM J4 directorate, speaking on topics “Sustainment Logistics” and “Tomorrow’s Logistics for Global Strike”. This generated our largest LOA turnout in two years! We also sponsored our first-ever golf tournament and finished an exciting tour through our North Dakota coal mining/natural gas logistics operation. Upcoming are tours to Tinker AFB and USSTRATCOM! Our chapter transformed our information and advertising processes! Just one of four LOA chapters utilizing the Air Force Knowledge Now’s Community of Practice (CoP) website, we offer links to online logistics resources, training and events. Come see for yourself!
Lt Sean Bojanowski receives the Gen. Saunders Chapter Distinguished Service Award at the 2006 LOA National Conference in San Antonio.
https://afkm.wpafb.af.mil/ASPs/CoP/OpenCoP.asp?Filter=OO-LG-AC-20 Last, one our own members, 1Lt Sean Bojanowski, garnered the General Saunders Award at national level for exemplary service to LOA’s objectives!
MIDDLE GEORGIA CHAPTER – WARNER ROBINS AFB, GA Submitted by: Capt Charity A. Banks We had a great showing from our membership, as we learned about the Total System Support Responsibility contract and how it supports keeping JSTARS in the air 24/7. In August we had our first annual scholarship lunch. SrA Tim Ablay and Mr. Aaron Finch were each the recipients of a $500 scholarship to support their education pursuits. We look forward to recruiting more loggies during our membership drive in January. The Middle Georgia Chapter toured the 116th ACW JSTARS unit in October.
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RAINIER CHAPTER — MCCHORD AFB, WA Submitted by Alesia Quiton Greetings from the Rainier Chapter! It has been a busy couple of months, and the new executive board is diving right into our chapter activities. Our first goal is to strengthen national membership and local participation. To include the large number of reserve personnel eligible, we now hold our meetings on UTA Fridays. We also developed and sent a survey to all eligible members. This was a great way for the chapter leadership to receive feedback and garner interest in LOA. We also added to our local LOA scholarship fund. The 446 MXG/CC, Col Jon Huguley, donated $100 at the 14 October 446 MXG annual awards banquet. Finally, we’ve lined up several great tours Col Jon Huguley, 446 MXG/CC presents a $100 donation to the local chapter president, Maj Alesia Quiton, on behalf of Brig Gen Elizabeth Grote, AFRC/A4 at the annual Moosefest awards banquet. to help further professional development. Next month, the Rainier Chapter will tour the Air National Guard’s Western Area Defense Sector, located at McChord. The Rainier Chapter looks forward to continued success and the development of our McChord Logisticians.
LANGLEY CHAPTER – LANGLEY AFB, VA Submitted by Major Joe Bonita In May the Langley chapter completed its election process and chose a new board. Maj Joe Bonita was elected chapter president, and the new team got energized quickly. The full list of Langley Chapter officers is at the end of this update. Following a successful membership drive, we teamed up with the Tarheel Logistics Officer Association and toured the Defense Logistics Agency, Ft. Belvoir VA, where Maj Gen Reno and his staff offered us this opportunity to see how DLA operates. We then participated in a Weapons Depot tour at the Yorktown AMMO facility, this time teaming up with the folks from DSCR, we were able to see their full range of operations, wrapping up with an understanding of ship on-load/offload process. Additionally we were fortunate to have Brig Gen Gillett (ACC/A4) speak at a social in September. As you can see we’ve been extremely busy trying to bring the organization back to life and grow in size. We are planning on hosting a guest speaker, a professional development tour at one of the many military and civilian logistics operations in our local area, and a social event every quarter. The remainder of this year, as well as the coming year, of look to be an outstanding year for the LAFB LOA Chapter. Don’t forget, the Langley Chapter holds the National LOA coin franchise, so contact Lt Jen Moore for orders!
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JAMES RIVER CHAPTER – RICHMOND, VA Submitted by Will Daniel Thirteen members of the James River LOA chapter from the Defense Supply Center Richmond (DSCR) traveled to the Naval Weapons Station Yorktown, Virginia in September. DSCR is a field activity of the Defense Logistics Agency and DLA’s aviation supply chain manager. Four members of the Langley Air Force Base chapter joined the group and toured the facilities of the Navy Munitions Command. LOA members toured the transfer depot, a Tomahawk missile magazine and the pier where the guided missile destroyer USS The Sullivans and frigate USS Kauffman were being loaded with missiles and other munitions. The Yorktown installation has 128 magazines and warehouses, and an inventory of approximately $1.4 billion worth of munitions, said Cmdr. Curtis Irby, OIC of the East Division Detachment of Navy Munitions Command. Irby acted as tour guide for the Richmond LOA members. “We have 80-95 ship visits a year,” Irby told the group. “We service all ships other than carriers and large amphibians. Carriers are supplied at sea, and larger ships are done at Naval Weapons Station Earle, Colt’s Neck, New Jersey....We figure out what they need based on their missions. It takes 100-300 crane lifts to load the ship. All of us working together, it takes several months to get a ship in here. We’re booked up through January.”
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The James River chapter of Logistics Officer Association was formed by Defense Supply Center Richmond officers in 2004. It is the only chapter designated as “joint” in the international organization and the only one headed by a Navy admiral.
CITY OF ANGELS CHAPTER – LOS ANGELES AFB, CA Submitted by Jared B. Eros This has a busy quarter for the Los Angeles AFB, City of Angels LOA Chapter. We recently celebrated our one year chapter birthday and currently 18 members strong. October kicked off with a visit from well-known logistician and technical author Mr. James V. Jones. Over 15 members were able to attend the meeting, and the acquisition logistics lessons taken away by chapter members were both insightful and valuable. Our chapter was able to send three members to the 2006 LOA Conference in San Antonio. We had a great time, were able to connect with old co-workers and friends, and witnessed one of the best conferences yet. We’re all looking forward to a busy holiday season and the 2007 LOA Conference in Washington DC.
DOLOMITE CHAPTER – AVIANO AB, ITALY Submitted by Capt Bethany Keller Photo (RIght): Maj Matt Sanford, Lt Col Walter Isenhour and Lt Col Nathan Lyden explored northern Italian American WWII history at the Florence American Cemetery & Memorial during a recent Dolomite Chapter road trip.
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DESERT EAGLE CHAPTER – SOUTHWEST ASIA Submitted by Lt. Col. Kurt Kolch The AEF 3/4 rotation of the Desert Eagle Chapter is in place and ready to work. We anticipate another exciting AEF filled with logistical activities. While the rest of LOA is enjoying the conference we are living logistics and implementing the wing slogan, “Mission First.” This wing and base are the logistics hub of the CENTCOM area of responsibility. Logistical miracles happen every hour to fight terrorism. Every LOA member should volunteer for an AEF tour here. Here are a couple events we did the last month. A contingent of LOA members visited the War Readiness Materials section on base last month. Col. (Ret) Tom Kehoe provided a tour and explained how his company, DynCorp, manages the material. They have almost everything to prosecute a war and are constantly inventorying, ordering, issuing and refurbishing the stock including munitions, vehicles and equipment. They helped the AOR by swapping out old bobtails with new vehicles with air conditioning. They will take the old bobtails to a local company to have after market air conditioning installed. If you have ever spent 12 hours on this flightline, you will appreciate this effort. I know my AGE and munitions line delivery drivers do. Last week, Maj. Gen. Hall Sebren from CENTAF AFFOR A4 briefed at a luncheon all that they do to support all the bases in the AOR. They are the forward extension of CENTAF. Their trailers sit next to the Combined Air Operations Center and they stay tuned to all the units orchestrating the movement of people, parts, engines, munitions and information.
WASATCH WARRIORS CHAPTER — HILL AFB, UT The Wasatch Warriors Chapter at Hill AFB has been very active over the past several months. In June and July we opened our doors for two tours, hosting a total of 25 LOA members from the Little Rock Razorback and Malmstrom Big Sky Chapters. Our guests had the opportunity to visit and experience the many diverse operations at Ogden Air Logistics Center. Honoring our commitment to community involvement, the Wasatch Warriors recently presented a $500 donation to the Hill Aerospace Museum. This donation will help the museum as it continues to showcase the proud history of the Air Force for 180,000 visitors annually. Professional development continues to be one of our chapter’s highest priorities, and we fulfill this goal through educational site visits. One of our most exciting visits took place at the Utah Test and Training Range in August, where chapter members observed strafing and bombing demonstrations by F-16s, EOD demonstrations (see photo), burn of a Minuteman III stage-two rocket motor and detonation of a US Navy Trident I/C4 rocket motor. In September, chapter members toured the Salt Lake City International Airport, visiting airside and landside operations, gaining valuable insight into baggage and fuels distribution, UPS cargo operations and Skywest maintenance operations. Monthly luncheons are also used as professional development opportunities. Our chapter had the great fortune to host Lt General [ret.] Leo Marquez at a luncheon in September. This unique opportunity afforded our members a chance to hear from an icon in the maintenance and logistics community. Additionally, our monthly luncheon in October focused on the AF’s Afloat Pre-positioned Fleet and the logistics involved with maintaining our warfighting edge. As you can tell, it’s a very exciting time to be a Wasatch Warrior! Our chapter is maintaining the momentum gained from the LOA National Conference, where over 70 persons affiliated with our chapter were in attendance. Even though we are headed into the winter months, we do not plan on slowing down. Four fantastic events are already scheduled for November and December, and our chapter is quickly emerging as one of the premier professional organizations at Hill AFB! K
Strafing and bombing demonstrations at the Utah Test and Training range.
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Milestones COL MICHAEL WELCH
LT COL DENNIS DABNEY
WRITES:
Departed as Chief, Ops Training Div./Chief, J7 Training Plans & Policy, NATO Training Mission - Iraq, Baghdad, Iraq in Aug 06. Sep 06 started as Asst. Dep. Executive Director for Conventional Ammunition, HQ Army Materiel Command, Fort Belvoir, VA.
CMSGT (RET) CHRISTOPHER NORDBERG
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I retired MX CMSgt, recently promoted from GS-1152-11 Production Controller in 575th AMXG at Hill AFB to GS0343-12 Program Analyst in 309th MX Wing at Hill AFB.
LT COL HERBERT PHILLIPS
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ER: STORY CAPTION
I just moved from Deputy CC, MXG at Pope AFB to WrightPatterson AFB. I’m the Chief, Warfighter Sustainment Division, working sustainment issues and running the Logistics Readiness Center (LRC) for the A4.
1LT JESUS SAEZ
COL (RET) SUSAN GOLDING
WRITES:
After a great run as the 75th Maintenance Group Commander and after 27 years of service, George and I retired in July and moved to Canyon Lake, Texas, north of San Antonio. Have loved my time in the Air Force and the friends we made along the way. If you are ever in our neck of the woods please stop for a visit. Take care of our great men and women in blue!
LT COL JEFFREY DECKER
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Fellow LOA members, I recently took command of AMMOS— be sure to drop in when you are TDY at Nellis.
MAJ JOSEPH HUSCROFT
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Hello everyone! I just finished my tour at the AFLMA in Aug and I am now in the AF PhD program working towards my Doctorate in Business/Supply Chain Management at Auburn University. If all goes according to plan, I will graduate in 2009 and proceed to AFIT and become an instructor in the Logistics Management program. Cheers and War Eagle.
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Greetings! I wrapped up two great years at the helm of the 62 MXS/CC at McChord with a deployment to Kuwait from JanJun 06. I returned just in time to pack up the family and move to Northern VA in Jul. I am working a myriad of issues on the Air Staff as Chief, Force Development Branch, Directorate of Maintenance.
LT COL ROBERT KINCAID JR.
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Have moved from Nellis AFB, NV to the Pentagon where I am the ICF, International Project Manager for Agile Combat Support CONOPS.
MAJ ANDY SHANAHAN
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After a brief two-year deal on the Air National Guard Readiness Center staff at Andrews AFB, I have been given the opportunity to command the 43d MOS at Pope AFB, NC.
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Good Day, I’m Lt. Jesus Saez from The Peruvian Air Force. We have just formed the Peruvian Air Force Logistics Officers and recently started a chapter named Macchu Picchu, that is located in Lima, Peru. I want to send some articles to the ER, to let other members know that here in Lima, Peru we also have colleagues that are interested in improving the Logistics Readiness.
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LT COL DEBORAH MESERVE
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I left DM after three great years with 355 CMS. I am with the 325 AMXS at Tyndall where I continue to be impressed with our great Airmen.
COL (RET) JAMES HASS
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I have recently moved back to Virginia and feel right at home in the Langley AFB Chapter. I am still working for ATTI, a Long Island, New York Company, and will be manning their Virginia office here in Yorktown. If you are up this way, give me a call. (757) 240-5830 —121 Hautz Way - Yorktown, VA 23693
COL (RET) JOANNE FLANIGAN
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I just completed a 7-month effort as the team lead for the Air Force District of Washington (AFDW) reorganization Phase II, where the wing, medical and communications units in the National Capital Region (NCR) were consolidated into new organizations: the 79 Medical Wing at Andrews; the 844 Comm Group at Bolling and the 316 Wing at Andrews. Many of the former AMC units at Andrews were realigned under the 316th, now owned by AFDW.
MAJ GEN THOMAS OWEN
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We moved to Robins AFB GA, pinned on Maj Gen, and assumed command of the Warner Robins Air Logistics Center on 4 Aug 06. It is great to be back in Georgia and even better to return to such a superb ALC.
LT COL (RET) KENNETH MCKELLAR
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COL JIM EILERS
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Completed my Doctorate and I’m now with Robbins Gioia, LLC, and was recently promoted to Account Manager for the Defense Logistics Agency, and Defense Agencies- Joint Commands Accounts. Sunny and I have relocated to Stafford, Virginia. kenneth.mckellar@robbinsgioia.com and 571-242-0845.
I departed Misawa, Japan and left my duties as the Deputy Mission Support Group Commander in Jul PCSed to Wright Patterson AFB, Ohio. I am now serving at HQ AFMC as the Chief of the Supply Division A4S. Carla and I are living on base so be sure to look us up if your in the area. We look forward to seeing you
COL JAMES SILVA
COL WILLIAM GOAD
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Finished up a phenomenal year remote at Kunsan. The Wolf Pack gets the mission done! Got fortunate to get picked to come to Hickam AFB, to be the PACAF/A4M. Lots of opportunities to excel across the Command.
Hello to all LOA members. Just moved from DLA in Columbus back into the AF at Holloman. I am the new 49 MMG...what base? Bare Base! If you’re in the area, drop by and see me. Coffee, scotch or cigars on me!
MAJ (RET) KEITH KENYON
COL DEBRA SHATTUCK
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I am retiring, guys, effective 1 Sept. On terminal leave now and literally watching our grass grow. I have served for 25 years in the best damned Air Force on the face of this planet. Loved every minute of it and met lots of great folks. We are staying in the San Antonio area and my LOA directory info will be kept current. Wish all of you the best in all that you do! Keep em flying!!!
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Cliff and I have moved to Ellsworth AFB, SD where I am now commanding the awesome 28th Maintenance Group--”Bad to the B-ONE!”
MAJ MARK CONNELL
WRITES:
I have recently moved to Sunnyvale, CA. I am assigned to the SBIRS Operation Location at the Lockheed Martin Facility. I will be working the testing and integration of the SBIRS spacecraft and payload as we prepare for an October 2008 launch. K
The E xceptional R elease A Professional Military Journal written by logisticians for logisticians The purpose of the Logistics Officer Association (LOA) is to enhance the military logistics profession. LOA provides an open forum to promote quality logistics support and logistic officer professional development. Policy on Written Submissions: The editor invites articles and other contributions on issues that support LOA’s purpose. Direct manuscripts, letters and other communications to: marta@loanational.org and editor@loanational.org. Deadlines: The 15th day of January, April, July, and October. Story Format: Double-spaced, typed and electronically submitted to pr@loanational.org. Photos & Graphics: Send individual electronic files (hi-res JPG, TIFF or EPS with type as outlines) along with stories (as separate text files) and include cutlines/captions. All photos should be at least 300 dpi or greater resolution. Submitter data: Should be typed at the end of the story file. Information included should be: Rank; full name; service; home mailing address; business name and address; business phone (DSN and commercial); email; three to five sentence biographical sketch; and a photo (as a separate file – see photos and graphics above). Editorial Policy: The editors reserve the right to edit all submissions for length, clarity and libel. All submissions become the property of LOA. Advertisement Formats: Each ad must be sent as a composite hi-res (300 dpi or greater) EPS file with fonts saved as outlines. Full-page ads with bleeds should allow at least 3/8” bleeds. Ad rates visit: www.loanational.org/adrates.html Advertising Contact: Ms Marta Hannon, Managing Editor PO Box 2264 – Arlington, VA 22202 – email: marta@loanational.org – Phone 405-701-5457 Subscriptions: The ER is published quarterly and is available via membership in the Logistics Officer Association at the annual rate of $25. Access membership forms on the website at www.loanational.org.
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Exceptional Release Readers’ Survey Editors Note: Your editorial staff needs to hear from you so we can make the ER the professional development publication you need. Please fill out and fax this survey to: ER Editor at 605-385-6571 (DSN: 675-6571) or fill it out on the LOA National web site. 1. How often do you read the ER? (Circle your answer.) A. Every issue B. Almost every issue
C. Almost no issues
2. When you read the ER, how much of it do you read? A. Cover to cover B. 75-99%
C. 50-74%
D. I don’t read it at all. (Stop. You have completed the survey.)
D. Less than 50%
3. Choose your three favorite features and prioritize them starting with “1” being your favorite. President’s LOG(istics) CGO Corner Editor’s Debrief Senior Leader Perspectives Joint Logistics (newly added in Summer 06)
Chapter Crosstalk Milestones (On the Move)
4. Choose your five favorite articles/features from the 2006 ER issues. Indicate your selection by checking the box next to the article titles. Spring issue: “Joint and Combined Logistics Senior Leader Perspective: LTG Christianson (JSJ4) HOOAH!! Army Logistics 101 Joint and Multinational Logistics Strengthening Our Unrivaled Joint/Bilateral Relationships JFSC: 60 Years of Providing Joint Education
Transforming USMC’s Logistics for Today’s War, Tomorrow’s Battles
Atterbury Airmen – ANA’s Logistic Embedded Training Teams Munitions – NATO Style
Summer issue: “High Tech Logistics” (100th Issue) Senior Leader Perspective: Gen Moseley (CSAF)/Mr. Wynne (SECAF) The Process-Technology Paradox RFID: The Future is Now The Realm of Possibility Technology for Logistics Harnessing the Power of Information The Air Warfare Battlelab
PBD 720 Air Force Transformation CBM+ Moves Forward Technology for the Air Force Enterprise Revolutionizing Non-Destructive Inspection Techniques Technology, Modernization and the C-5 Eclypse Wiring Analyzer Improves 4 FW’s Mission Capability Logistics Test and Evaluation
Fall issue: “Developing Loggies” Senior Leader Perspective: Gen Carlson (AFMC/CC) Logistics and Leadership – Maj Gen Reno Developing Logistics Readiness Airmen – Brig Gen McCoy Expeditionary Site Planners Benefit from Experimentation The Center of Excellence in Logistics Technology (LOGTECH) USAF Advanced Maintenance & Munitions Officer School Combat Capability...Past, Present and Beyond
Joint Logistics: US Pacific Command Developing Maintainers – Brig Gen Gillett The 345th Logistics Schoolhouse The Industrial College of the Armed Forces (ICAF) ONE LAND, ONE SAND, A Unique Deployment Opportunity Expanding Combat Capability Ammo U: THe Air Force Combat Ammunition Center
Winter issue: “Logistics Round-up” Senior Leader Perspective: Lt Gen Wetekam (AF/A4) KC-135: 50 Years of Operational Excellence Civilian Force Development Center for Army Lessons Learned (CALL) Are Your Charts Lying to You? The Danger of the Trend Line
Joint Logistics: US Transportation Command KC-135: 50 Years of Logistics Excellence Disaster Management 101 ANA HQ Log Cmd from an AF Embedded Perspective
5. What do you like least about the ER? _______________________________________________________________________________________________ 6. What do you like most about the ER?________________________________________________________________________________________________ 7. If you were ER Editor-in-Chief for a day: A. What theme would you pick for the next issue? _____________________________________________________________________________________ B. Who would you interview for the Senior Leader Perspectives feature? ___________________________________________________________________ C. Who would you invite to write an article and on what topic? ___________________________________________________________________________ 8. Do you have anything else you’d like to share with your editorial staff? _____________________________________________________________________ ____ ___________________________________________________________________________________________________________________________ Please feel free to write more on an additional sheet of paper. Thank you for taking the ER Magazine Readers Survey!
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