LOA ER Fall 2014 Edition

TH E E X CE PTI O NAL RE LEASE

ER

Leaner…

Stronger…

FALL 2014

Connected…

A Professional Military Journal

THE EXCEPTIONAL RELEASE FALL 2014 – CONTENTS LOGISTICS OFFICER ASSOCIATION Professionals Shaping the Military Environment EXECUTIVE BOARD

President

Col (ret) Emily Buckman president@loanational.org

Vice President Lt Col Chris Boring vp@loanational.org

Chief Financial Officer Maj Mike Sander cfo@loanational.org

Chief Information Officer Ms. Wendy Yonce cio@loanational.org

Membership Development Maj Alex Mol membership@loanational.org

President’s Log………………………………………………..3 Editor’s Debrief……………………………………………....6 From the E-Ring…………………………………………........7 Lt Gen Judith Fedder

Senior Leader Perspective…………………………………14 Brig Gen Mark Johnson

SES Speaks…………………………………………………..22 Mrs. Patricia Young

Focus on Chapter Leader………………………………......28 Focus on CGO……………………………………………….30

Chapter Support

Industry Partner: Northrop Grumman…...……………...33

Executive Senior Advisor

Dear Dad, from Afghanistan……........…………………...37

Maj Camille LaDrew chaptersupport@loanational.org

Lt Gen Judith Fedder

Chief Technology Officer Lt Col (ret) JD Duvall webmaster@loanational.org www.loanational.org

Lt Col (ret) Tol Singer

Low Country Logistics………………………………..……42 1Lt David Loska

THE EXCEPTIONAL RELEASE Editor

What Base?? Bare Base!!…………………………………...47

Assistant Editor

Strategic Partnerships Strengthen Logistics Excellence………...…………………………………………..51

Lt Col Jim Dorn, 92 AMXS/CC editor@loanational.org

Col (ret) Mary H. Parker, 412 AMXS/MXAD assteditor@loanational.org

ER Worldwide Staff

1Lt Bree Ann Lanz

Capt Steve Massara

Maj Timothy Dodson, 55 AMXS/CC Maj Dara Hobbs, AFSPC/A4RDX Capt Scott Manno, 927 LRS/LGR LOA National PO Box 2264 – Arlington, VA 22202 Issue No. 131 – Fall 2014

2

PRESIDENT’S LOG(ISTICS) Get Pumped for our 2014 Annual Symposium…it’s going to be AWESOME! We are Leaner, Stronger, Connected!

It has been two years since we were face-to-face at our National LOA Symposium, but just like our Air Force, your Logistics Officer Association is leaner, stronger, and more connected.

Leaner. Over the last two years, as your Executive Board cut operating costs to the bare minimum, your National Board (our military, civil service and retired

Colonel (ret) Emily Buckman

leaders) stepped up their commitment and support. We drove back to our roots. We made it a priority to retain our bookkeeper to ensure our finances are straight, and kept our fee-for-service tax accountant to help make certain we comply with federal requirements. Finally, we moved to a new event planning model where our planner, EventPower, is only compensated based on net profits, after the event. These gut wrenching actions reduced risk for our non-profit association, thereby helping to guarantee we continue to thrive in the years to come.

Stronger. Our Chapters continued to flourish and emphasize professional development, thanks to our National Chief Learning Officer, David Koch (Col, USAF, Retired), and Maj Steve LeBlanc’s unbelievable leadership working with our chapter leaders to produce modules to stimulate growth. We’ve also seen amazing creativity from our smallest to largest chapters who

3

held regional symposiums to bring their communities together. Our chapters invited distinguished speakers every month, supported their local communities and visited varied commercial sites to learn more about global logistics in order to benchmark best practices and ignite creative thinking. This is the “true value” of LOA.

Connected. Our chapters are growing and developing one another, and we transitioned our Exceptional Release (ER) to a digital form that is easier to share across our Air Force. Under the leadership of our talented National Chief Technology Officer, JD Duvall (Lt Col, USAF, Retired), we stepped up our use of social media and moved to a more cost-effective web domain.

We are on Facebook, have an App and continue to improve our webpage, thanks to JD. Last year, with the help of Lt Gen Fedder and Maj Gen Cooper, we were able to team with HQ AF through their “Virtual Day” to announce our Annual LOA Chapter and Individual Award Winners even though we did not hold our annual symposium. This year, we will return to the main stage and simultaneously broadcast across the battle space for those who cannot make it to the National Capitol Region. Our members…military (Active, Reserve and Guard), civil servants, retired and corporate partners…will come together to reflect on the year’s successes and lessons learned while focusing on the future. Our SECAF and senior leaders from HQ AF, MAJCOMs, OSD, Joint Staff, DLA, industry, and the ranks of the retired will all be on stage.

We will bring LOA University back on day one, and will honor our Annual Chapter and Individual Award Winners as well as recognize last year’s winners. Sign up now for our 20-22 October 2014 Symposium at the Hyatt Regency in Crystal City, Virginia.

On behalf of the Executive Board and our thousands of members he has supported over the years, I want to end this quarter’s President’s Log with a huge thank you to Lt Col Richard

4

“Fletch” Fletcher, our distinguished ER Editor-in-Chief. He will step down after this edition and pass the torch to Lt Col James Dorn who’s been on the ER field staff for years. Fletch has spent more than 10 years serving our LOA community (three years as the Editor-in-Chief) by dedicating countless hours gathering award-winning articles from across our DoD’s Logistics Enterprise. Thank you, Fletch, for your sharing your brilliance and passion with all of us. Your legacy will live on. Your work kept us connected as a Community. We are forever grateful to you.

Emily A. Buckman Emily A. Buckman President, LOA Colonel, USAF, Retired

5

Editor’s Debrief I want to thank Colonel Buckman and Fletch for having the confidence in me to handle the huge task of being the next editor for the Exceptional Release. When I started out as a Field Editor 8 years ago, I never had a thought or inclination that I would take over as Editor. I’m truly grateful for the opportunity.

In this Leaner…Stronger…Connected edition of the ER, Lt Gen Fedder provides us with a more in depth Lt Col Jim Dorn

perspective on the future and direction of our Logistics Machine. Brig Gen Mark Johnson from the DLA gives a clear and concise look at DLA Aviation’s efforts to tackle both current and future endeavors. Ms. Trish Young offers the SES perspective on an ever changing logistical system from the Cold War to future requirements. Additionally, Northrup Grumman give us an inside look at an industry partner’s logistics focus. Lt Col (ret) Singer highlights stories and excerpts from a book he and his father wrote titled, Dear Dad, From Afghanistan. Lt Loska gives a thorough review of the logistical importance of Joint-Base Charleston. Lt Lanz discusses what it means to be BEAR and finally, Capt Massara illustrates the importance of strategic partnerships, particularly in the Pacific Region.

Like the Air Force, the ER experienced change. I look forward to serving as your editor. It is my goal to continue producing a quality product and a journal that is relevant…a journal people want to read and challenges logistics thought. I welcome new ideas and new thoughts from logisticians at all levels.

Keep ‘em flying!

Jim 6

FROM THE E-RING Becoming a Lean, Strong, Connected Logistics Machine With the 2014 LOA Symposium around the corner, it seems fitting to discuss this year’s conference theme – Leaner, Stronger, Connected – and how the work we are doing as a logistics body, using the Enterprise Logistics Strategy (ELS), is helping us to advance AF logistics in each of these areas. When I first learned about this year’s theme I immediately thought of our ELS Strategic Priorities that focus on similar principals of cost, readiness, and jointness.

Lt Gen Judith Fedder

Looking Beyond the Tree Line A Leaner Logistics Enterprise

Deliver cost effective readiness through product support & operational logistics

Lean means becoming more cost effective, not simply cutting costs. While I see the importance of reviewing our ledgers, it is not the crux of lean logistics. Becoming leaner means shifting how we think about our business; it means that all loggies, from the flight line to the headquarters, must focus on how they can continue to deliver a combat-ready force without paying more to do so.

Rather than simply asking how we can spend “X” amount of dollars, we should focus on how we can achieve the best value and biggest bang for our buck to support our priorities. A great

7

example of this is seen daily at the AF Sustainment Center, where Lt Gen Bruce Litchfield, AFSC/CC, is shifting thinking from, “How much budget do we have?” to “Why does X cost what it does?” By asking more probing questions, we are all better equipped to make informed decisions when it comes to managing budgets and preserving the quality of support.

By shifting the focus of our decision points we can develop cost effective solutions to our operational challenges and better manage the finite resources we have. Here’s an example: Field Example: Air Combat Command (ACC), Strategic Sourcing Initiative

Problem/Opportunity: ACC/A4 observed the continually rising cost of hand tools, a critical resource on the flight line. Analysis concluded that a potential contributing factor was the disparate purchasing process…that each installation purchased hand tools via their own contracts and vendors.

Solution: ACC/A4 proposed, and the Logistics Board (LB) approved, an enterprise initiative leveraging strategic sourcing concepts to consolidate tool contracts, increase buying power, and reducing vendor costs.

We are AF Logistics Strong!

A Stronger Logistics Enterprise

Posture logistics resources for the next fight

Logistics must meet the requirements of two masters…supporting today’s operations while preparing for tomorrow’s. I think of a former MAJCOM A4 who did a great job of reminding us at Logistics Board meetings that “the main thing is the main thing,” emphasizing that our job is to provide unwavering support to the warfighter and warfighting.

8

Strength is often defined by sheer numbers. However, I view strength through another lens – strength from flexibility. As national security priorities shift, our operating environment follows suit, and what works for us today may be obsolete tomorrow. Our ability to swiftly reshape logistics to adapt to new imperatives creates a stronger logistics enterprise.

Lastly, we need to be strategically flexible. Over the last two years, the ELS has really become a touchstone that has focused our collective efforts. However, as much as our strategy enables us we need to ensure the strategy is working for us, and not us working for our strategy. By revisiting our strategy and making sure it covers the right areas, we can avoid this pitfall. A great example can be seen in the following: Field Example: Air Mobility Command (AMC), OPLAN Alignment Initiative

Problem/Opportunity: External factors create constant shifts in the national security landscape, forcing the AF to modify operational plans to remain ready.

Solution: Maj Gen Warren Berry, AMC/A4, is championing an LB-approved enterprise initiative to create stronger alignment between logistics and operational planning. Working with MAJCOM A4s, General Berry and his team are examining how logistics must support future operational environments such as denied access and dispersed operations. This “one step ahead” mentality allows us to remain flexible and grow stronger.

9

Deliberately Connecting our Dots

Evolve logistics core competencies to fully support Joint Doctrine

A More Connected Logistics Enterprise The final LOA theme, Connected, naturally ties in with the ELS’ third Strategic Priority, focused on working in a Joint environment.

When I think of being connected, I think about how we fight. We do not go to war as a logistics function, nor even as an Air Force…but as a critical enabler of a greater joint combat force. To achieve battlefield success, our logisticians must find ways to work more closely and collaboratively both within and outside of the AF logistics community. A connected enterprise also means being aware of our “dots” and the relationships between them, and to do that requires a concerted effort to develop our Airmen. This involves education well beyond the traditional tactical curriculum, with an emphasis on intangible skills that help build and lead crossfunctional teams. A great example of such an initiative can be seen here: Enterprise Example: Deliberate Continuum of Learning (DCol) Initiative

Problem/Opportunity: Our logisticians need to be equipped with the right expertise and tools to effectively support the warfighter as a Joint force in an ever-changing environment.

Solution: The DCoL initiative is helping us determine the profile of logisticians we need in the future, including the ability to operate Jointly, and is creating the best opportunities for logisticians at all levels to prepare for the next legs of their careers.

10

Looking Ahead As I look ahead to closing out FY14, I am excited and energized about the future of our AF logistics organization. Our LB continues to improve as an effective governance structure, balancing the need for efficiencies while maintaining effective operational support. Moving into FY15 I turn to you, our logistics community, to use your expertise and experiences to inform our LB in building a leaner, stronger, and more connected logistics machine able to tackle the tough challenges, today and in the future.

Lt Gen Judith Fedder Deputy Chief of Staff for Logistics, Installations, and Mission Support Headquarters U.S. Air Force, Washington, D.C.

11

http://www.logisticsymposium.org

12

13

SENIOR LEADER PERSPECTIVE In step with Brigadier General Mark Johnson, Commander, Defense Logistics Agency Aviation, Richmond, Virginia.

Defense Logistics Agency Aviation…Leaner, Stronger, Connected.

Leaner, stronger, connected is a timely theme for this month’s issue of The Exceptional Release as the Department of Defense continues to face budget challenges affecting our warfighters, our operations, and our industry partners. In response, all of us must strive to be leaner, stronger and more connected.

Leaner We are and will be leaner than ever before in the coming years. The question is how do we adjust to these changes in our operating environment and remain

Brigadier General Mark Johnson

warfighter focused, globally responsive, and fiscally responsible?

DLA’s response to this operating environment is known as the “5 Big Ideas.” They are: (1) improve customer service, (2) decrease direct material costs, (3) decrease operating costs, (4) right-size inventory and infrastructure and (5) achieve audit readiness.

DLA’s priorities to significantly improve performance while dramatically reducing costs for operations and materials have remained the same since 2013, but the target goals are getting larger; DLA’s goal is to save $13 billion by 2019.

DLA Aviation is a $3.5 billion operation supporting more than 1,900 weapons systems with 3,500 military, civilian and contract support personnel in 18 United States locations; and, is the

14

military’s dedicated integrated material manager for more than 1.1 million national stock number items – items our military services count on to perform their daily missions.

I’ve been an Air Force officer and DLA customer much longer than I have been the Commander of DLA Aviation. It was an eye-opening experience when I took command in March 2013. I had a lot to learn. DLA is big business and provides critical support to our services, our communities, and our non-DoD We are and will be leaner than ever before in the coming years. The question is how do we adjust to these changes in our operating environment and remain warfighter focused, globally responsive, and fiscally responsible?

customers. We put material in the hands of our Soldiers, Sailors, Airmen, Marines, Coast Guardsmen and other

customers.

When you think about the word lean, a couple of additional words come to mind – processes and speed. When we improve both our processes and shorten the time it takes us to do our jobs, we are able to buy more of the right material, faster.

DLA Aviation tried to simplify our Strategic Plan to support the DLA director’s goals and exceed customer expectations. There are four pillars to this strategy: (1) we have to get really good at what we are supposed to do; mastering our basic business; (2) remain laser focused on our retail mission to support our industrial customers at the Air Force’s Air Logistic Complexes (ALCs) and the Navy’s Fleet Readiness Centers (FRCs); (3) reduce supply chain risk; and (4) take care of our workforce in an uncertain environment.

Figure 1. (Pictured from left to right) Roy Hollins, director of Aircraft Production, Corpus Christi Army Depot; DLA Aviation Commander Brig. Gen. Mark Johnson; Army Col. Billingsly Pogue, III, Corpus Christi Army Depot (CCAD) commander; and William Andrews, deputy executive director AMCOM Logistics Center, discuss H-60 Aircraft production Feb. 14, 2014 at CCAD. (photo by Jose Rodriquez, CCAD PAO)

15

As part of mastering our basic business, we are working to reduce the amount of time it takes to buy the parts our customers require. Faster is important because for every day of administrativelead time we cut we realize a potential inventory savings of $3 million to $6 million based on our average lead-time and the dollar value of our inventory. We’re reducing this time by increasing the number of items covered by long-term contract arrangements, adding over 9,000 items so far this year with an additional 3,000 planned by the end of the year and reducing the amount of time it takes us to make individual contract awards.

For the individual contracts, we mapped the entire process of parts buying from requirements to the delivery of parts to the customer. The result of mapping that process revealed it took too long for us to buy parts. We are addressing this challenge through our Time–to-Award (TTA) project, which is a DLA enterprise initiative to make the contracting process faster.

By focusing on tracking purchase requests from start-to-finish last year, we were able to identify where a given purchase request was at any given time. We identified specific process steps for analysis allowing us to cut out non-value added “white space,” determine root causes of delays, and put an escalation policy in effect to prevent requests from languishing from a lack of response.

We have reduced the number and age of technical blocks, also known as tech blocks, on our purchase requests which are delayed for technical reviews. The most common reasons for Tech Block reviews include items that have never previously been bought by DLA or are newly transferred; critical safety items; items with prior quality issues; reviews of technical data; approved sources; or packaging requirements. Since the beginning of fiscal 2014, the number of tech blocks on hand decreased from 7,470 to 3,101 and the average age was reduced from 68 to 46 days.

16

Being stewards of the taxpayers’ money, we attempt to get the best price for needed items and to decrease material costs whenever possible. Two of our major programs are reverse auctions and value management. Since 2012, we have tracked savings of $43 million through reverse auctions and $194.6 million through value management. The value management program includes multiple strategies to increase competition, which results in reduced cost and lead times.

The two top projects contributing to the value management savings this year have been projects for the F-15 wiring harnesses and the A-10 ballistic foam.

Overall, from fiscal 2012, when the DLA director’s “Big Ideas” were fielded throughout the agency, we have saved $12.5 million in operating costs and $229 million in material costs.

Improving processes and speed is an ongoing effort and wouldn’t be possible without the assistance of our military and industry partners.

Connected Being connected is all about relationship building and taking the time to listen to each other.

DLA Aviation does a tremendous amount of work to understand our service customers’ needs and how they react to budget pressures. Like us, the services are changing their activities and processes to become leaner. We need to know what their new processes are so ours match. This is a part of the basic daily business our customer operations’ team works on, from daily conversations with the customer to hosting annual service days, all to ensure

Being connected is all about relationship building and taking the time to listen to each other.

we’ve got the “voice of the customer.”

Likewise, we spend a lot of time and effort working with our supplier base, from the large Fortune 500 companies to small businesses across the country. We have 18 large suppliers that we have established strategic partnerships with, hosting semi-annual leadership discussions to identify business challenges and opportunities. From these meetings, we’ve identified several

17

initiatives that we call “Captains of Industry (COI)� efforts. Initiatives ultimately changing our business relationships with these suppliers, reducing supply chain risk and lowering the cost that we pass on to our customers. For the smaller companies, we host supplier industry days throughout the year to enable them to do business with us more effectively and efficiently.

Another example of our connectivity is our collaborative effort with our customers and suppliers to design a new contract clause. The new clause, in our basic ordering agreements and long-term contract initiatives, reduces processing times from 190 days to an average of 52 for tooling.

Working with one of our suppliers, we identified an issue with government supplied tooling. It’s a well-known fact that many of our aircraft systems have been operating for 40 plus years, so in many cases spare parts for the aircraft need to be forged and then tooled before being placed on the aircraft. The new clause requires suppliers to inspect government provided tools required for the manufacturer of aviation parts within 30 days of receipt. Previously, tool inspections may have waited until after the forged parts were returned to the supplier. Performing tool inspections early allows us to work with suppliers, while parts are being forged, to determine required actions if tools are no longer fit for use in production of aviation items.

We are also making progress in right-sizing inventory and improving our demand forecasting to ensure inventory is where it needs to be to quickly reach the warfighter. For hard-to-forecast items, we are buying to defined inventory levels, rather than chasing fluctuating demand. There are challenges and there always will be in the changing environment we operate in, but by making each other aware of them, we work towards solutions.

18

Through our connections, we are working to encourage companies to bid on contracts. As a part of our Time-to Award-effort, we are not only helping suppliers to better understand our processes and systems, but also now have a team of employees who call suppliers before solicitations close to ensure they are aware of the opportunity and need. We believe in being Figure 2. DLA Aviation employees meet industry partners during the DLA Enterprise Supplier Conference as part of DLA Aviation’s commitment to partnering with suppliers and military services. (DLA File photo)

proactive on this. June 2014 team results generated 3,555 contacts with suppliers and 40 percent of the calls resulted in positive

feedback with suppliers submitting or promising to submit quotes before the solicitations closed.

I’ve dedicated resources on this and I’m sure it will be a topic during our next Supplier Industry Day. Moreover, as we strengthen partnerships with suppliers, we are much more in tune with our customers and industry as we build requirements and structure contracts to deliver what the services need. That is the real strength in what we are trying to do. By communicating with each other, we can gain knowledge of each other’s successes and challenges and find out how we can help each other. This is the true essence of being connected.

Stronger Partnering with our military customers, industry partners, and having a highly-skilled workforce focused on basic business, supply excellence and reducing supply chain risks has made us stronger and better able to follow through to keep our promises as America’s combat logistics support agency.

19

Our key performance metrics indicate we are on the right track. Ultimately, the measured results tell the story. Here’s our scorecard: we have already reduced

Because of shared goals, we have been able to implement processes and changes to business systems to improve demand forecasts, to move material closer to the point-of-demand, and to more efficiently manage inventory for frequently used items.

material and operating costs by a quarter billion dollars; and, our material availability is up to our goal, around the 90 percent level, with response times at all-time highs. We have the highest Order Response Time (ORT) in recent history for getting material into the hands of mechanics at the Air Force’s ALCs. Our shared ORT goal is to have the material onsite where the customer resides 90 percent of the time, reducing in transit time to fill the order. We are hitting that target 92 percent of the time, up 5 percent since 2012.

Because of shared goals, we have been able to implement processes and changes to business systems to improve demand forecasts, to move material closer to the point-of-demand, and to more efficiently manage inventory for frequently used items. DLA recently completed deployment of our Inventory Management and Stock Positioning tool at all three FRCs. The tool seamlessly connects Navy and DLA supply and distribution systems. We are monitoring our performance with the desired customer outcomes. We are codifying requirements and designing agreed upon performance metrics. Once we define objectives, we expect to achieve the same success with our Navy customers as we have with our Air Force customers.

I have one of the most dedicated, experienced workforces in DoD. It is an honor and pleasure to learn from them and serve as their leader. They make my job easy. Despite the budget uncertainties and ever-changing requirements, this outstanding team continues to lean processes and find ways to cut costs, always keeping the needs of our warfighter in the forefront of their actions. DLA Aviation is leaner, stronger, and more connected than at any other time in our history. We must stay that way.

20

SES SPEAKS Leaner, stronger, connected…

Providing logistics support through a network of highly skilled logisticians During my career, I have seen the Department of Defense (DoD) transform as it mirrors changes and challenges experienced throughout the world. And I have personally experienced the effects of its transformation. I came into the service while the Nation was engaged in the Cold War and DoD amassed huge arsenals of nuclear weapons for protection. Not long after becoming a civilian, the Air Force shifted its focus Ms. Patricia Young

and weapon systems from nuclear to conventional war

fighting and downsizing. I remember being directed to the HR office and being told I was RIF’d (reduction in force) and would be placed in a different position. I was numb. I embraced the change and found myself in a new command and geographical area with a challenging and fulfilling assignment. I became stronger through the experience and my logistics skills broadened and enhanced.

The 90’s also brought a new enemy to our Nation starting with Desert Storm/Desert Shield.

Supplemental resources became more abundant to meet US challenges resulting from the 9/11 terrorists attacks a decade later. I could not believe the destruction at the twin towers and the Pentagon…again logistics had to transform and the challenges made me stronger. On that ill-

21

fated day, our nation changed its focus to combat the new enemy. As logisticians, we were called to duty to provide materials and service in austere harsh locations, learn new cultures, and provide support for multiple combat engagements. DoD transformed its war fighting capability from weapon systems dependent on a large infrastructure to stealth aircraft and Remotely Piloted Aircraft (RPAs) such as Predators and Reapers, which are operated through a satellite link and used for ISR and weapons system delivery. These RPAs were acquired through advanced technology concepts and quick reaction procurement capabilities. We brought the F-22 advanced tactical fighter into the inventory to ensure success against high end threats. Again we’ve transformed and changed to meet the challenge.

Today we are once again experiencing change as we drawdown again to “peacetime” force levels as we execute modernization programs for the F-35 and KC-46 aircraft. The fiscal environment has driven a higher focus on priorities and a leaner, stronger enterprise. Even though, we persevered through last year’s sequestration challenges, we have all been personally impacted by the budgetary cuts and mandatory efficiency campaigns. As logisticians, we need to remain fully engaged driving a “leaner, stronger, The fiscal environment has driven a higher focus on more connected” business model. priorities and a leaner, stronger enterprise.

Operating effectively in a fiscally constrained environment means being prepared to continually balance all resources: dollars, information, materiel and human capital to meet the mission in an ever changing global environment. By being fully engaged at every level, we can understand and balance the financial and the mission implications of our actions and decisions. As we grow leaner, we will evolve and no longer rely on the large overhead model of big business with its niche processes, single point failures and individual timelines. Instead we will transition our workforce into cross functional cells delivering logistics support in timed based iterations much like the brain fires

22

synchronized discreet pulses throughout our body. We have been challenged to divest duplicative workload and processes between organizations and consolidate functions based on core responsibilities. The logistician will be once again called upon to be a key architect behind future transformation efforts. Our Enterprise Logistics Strategy gives us that backbone to guide us—driving the change for the future.

As we transform into a leaner, stronger, highly connected entity, we will be impacted temporarily by assignment changes and shifts in responsibilities in the middle of a major reorganization. I learned throughout my early career that leaner can make you stronger when you embrace new experiences and new opportunities. As the world continues to change, so must logisticians, by improving skills through advanced degrees, Professional Military Education, functional training, certifications and growing by taking on different positions in different organizations/offices or commands. We must maintain

The logistician will be once again called upon to be a key architect behind future transformation efforts.

Our Enterprise Logistics Strategy gives us that backbone to guide us—driving the change for the future.

standardized logistics training plans to ensure our core capabilities meet our Nation’s enduring missions and ever changing needs. Last spring, the Logistics Executive Board published the Logistics Civilian Career Field Management Guide, updating our key core competencies and provides roles, responsibilities and skill sets desired in our logistics leaders. The guide also includes a force development and career path pyramid which outlines expectations for education, training and assignments for career logisticians at the tactical, operational and strategic levels.

The financial and acquisition community have similarly implemented proficiency and certification plans that seamlessly integrate acquisition and sustainment functions to improve weapons system life cycle management. The key to success continues to be developing a highly skilled and professional workforce.

23

As the logistics career field has evolved, so has technology to the point where we now have critical government information at the tips of fingers via wireless/Bluetooth capability, tablets, cloud networks and social media through apps on our Android or iPad devices. I recall the bulky desktop computers with big black and white monitors with miles and miles of cables. It was intimidating to go from a hard copy manual to putting everything on a hard drive. I traveled with a 15 pound laptop which wouldn’t connect to the internet at most hotels or military lodging facilities. You could forget about downloading data in a timely manner due to the speed of dial up modems and limited bandwidth. Now I find myself instantly accessing info on my government iPad—anytime...anywhere.

Today, we shed the weight of bulky infrastructure and duplication across the logistics enterprise and have become more connected than ever before. We perform our basic duties using webbased collaborative technology on the intranet/internet, Video Teleconferences and Defense Connect Online. Our knowledge and skills have been enhanced by taking advantage of free online training opportunities available through the Air Force Institute of Technology and Defense Acquisition University. These training sites have become critical in distributing core knowledge across the logistics enterprise.

Today more than ever, we can achieve a high level of quick, reliable service as we take advantage of the collaborative network technologies that enable us to share work throughout the enterprise.

The latest news and events around the globe are literally just a few mouse (or key) clicks away. By taking full advantage of these opportunities we

exercise and build our minds through increased knowledge just like we exercise our bodies, shedding weight while increasing muscle mass, strength, and endurance. Today more than ever, we can achieve a high level of quick, reliable service as we take advantage of the collaborative network technologies that enable us to share work throughout the enterprise.

24

We’ve all heard the old saying “Knowledge Is Power” but I think Skilled Logisticians Prepared to take on Continuing Challenges is Power. As we deal with these transformational challenges in a dynamic and constantly changing fiscal landscape, I am eager and prepared to handle them because the past changes/challenges have made me stronger. Never before have we had the technology, training, and information so readily available to make logisticians leaner…stronger…and more connected! I encourage each and every one of you to stay connected, face the changes and challenges head on. Our senior leaders point out that we have the finest Air Force in the world, and I know the Air Force’s Logisticians are up for the challenges ahead.

Thank-you for your service, for what you do every day for our Nation!

Trish Young Asst, Deputy Chief of Staff, Logistics, Installations and Mission Support Ms. Young is responsible to the Chief of Staff for leadership, management and integration of Air Force civil engineering, logistics readiness, supply, transportation, and aircraft and missile maintenance. She is also responsible for setting policy and preparing budget estimates that reflect enhancements to productivity, combat readiness and quality of life for Air Force people.

Mrs. Young entered federal service in 1985 through the Palace Acquire Career Program with the Air Force Materiel Command. At AFMC, she was assigned to the Logistics Directorate and was the command representative to the Department of Defense Transportation Policy Committee.

In 1993, Mrs. Young was assigned to the US Transportation Command Operations and Logistics Directorate serving in various assignments to include Deputy Chief, Mobility Systems Division, and Chief, Business Center Division. She entered Senior Executive Service in 2002 as the Deputy Director of Logistics and Business Operation, and then served three years as he Deputy Director for Strategies and Policy. Prior to her current assignment, she was Deputy to the Commander at the Military Surface Deployment and Distribution Command.

25

26

FOCUS ON A CHAPTER LEADER ER: What do you like most about being a loggie?

The absolute best part about being a loggie is getting the right stuff, to the right people, at the right place, at the right time…especially in the combat zone! I take great pride in providing support to our warfighters who are at the tip of spear.

Vital Statistics Name: Maj Jimmy Hendrix LOA Chapter: First State Chapter (Dover AFB, DE) Hometown: Decatur, AL College(s): Southern Illinois University Wilmington University Degrees: MS, Human Resource Mgmt BS, Workforce Education and Development Family: Wife: Melissa Daughter: Ashlyn (14) Son: Devan (10)

ER: What was your biggest learning moment?

All of my days are filled with learning moments. As a result, I encourage my Airmen to try and learn something new every day.

One of my bigger learning moments was becoming the Chief of Supply Policy and Procedures for the entire Air National Guard…having never worked Base-Level Supply, it was a significant challenge and transition for me.

Technical School: Logistics Readiness Officer Past Duty Titles (most current listed first): Ops Officer, 436 APS, Dover AFB Chief, Deployments & Execution, ANG Readiness Ctr, JB Andrews Chief, Fuels Mgmt, ANG Readiness Ctr, JB Andrews Chief, Supply Policy & Procedures, ANG Readiness Ctr, JB Andrews Readiness Flight Commander, 435 LRS, Ramstein AB Installation Deployment Officer, 435 LRS, Ramstein AB Traffic Management Flight Commander, 436 APS, Dover AFB Fleet Services Flight Commander, 436 APS, Dover AFB Squadron Section Commander, 436 APS, Dover AFB

ER: What are you most proud of in your time on active duty?

My proudest moments happened while serving as the Deputy of Joint Logistics for the Special Operations Task Force in Afghanistan. Being witness to the training and dedication it takes for a Soldier to earn the Green Beret and

Figure 1. Maj Hendrix’s promotion to Major.

Pictured with his family at Joint Base Andrews AFB, MD. Photo taken by unknown photographer, Dec 2012.

then observe that Soldier applying those skill sets in the deadliest of environments is simply awe inspiring! I am so proud to have served as a part of their team and to have been able to support their mission.

ER: As a recognized leader in your local LOA Chapter, what activities/events are you most proud of?

I’m most proud of being able to influence an impressive group of young officers and NCOs to replace old guys like me. Having some prior enlisted time under my belt, I’m really proud to see their individual development. I have no doubt that the next generation of the Air Force is in good hands.

Figure 2. Waiting for airflift at the New Kabul Compound, Afghanistan.

Photo taken by unknown photographer, Nov 2013.

Figure 3. Firing the MK-44 Minigun while deployed to Afghanistan. Photo taken by unknown photographer, Oct 2009.

28

FOCUS ON A CGO IN THEIR OWN WORDS… There’s no doubt that logistics is a dynamic profession. If one thing remains constant though, it is the need to be flexible and adaptable. This is true at home and abroad. Leave it to the Company Grade Officer (along with many other valued service members) to face that challenge with gusto and get the job done right the first time. It is not always the loggie with the most years in service that is called to the job either. It is time to throw them a bone by putting them in the spotlight. Take for example, First Lieutenant Joseph Spada.

Lieutenant Spada began his journey in the Air Force after commissioning through Air Force Reserve Officer Training Corps (AFROTC) and graduating from the University of Connecticut at Storrs in 2012. Lieutenant Spada was recognized as the Distinguished Graduate of his class at Detachment 115 and awarded the Colonel Ross L. Meyer Talon Award for Leadership.

Lieutenant Spada, who continues the proud tradition of service to the Air Force in his family, also has a brother serving as a Master Sergeant.

Both brothers serve in the Aircraft Maintenance career field. Lieutenant Spada completed Figure 1. So many 781As! Lt Spada, while working the night shift as the AMU AOIC, reviewing the forms for one of Dover’s C-5M Super Galaxy’s. Photo taken by unknown photographer, June 2013

29

Technical Training for Aircraft Maintenance in November of 2012 and is currently assigned to Dover Air Force Base, Delaware as Support Flight Commander for the 436th Aircraft Maintenance Squadron. During his two years of service, he has served as an Assistant Officerin-Charge for the 436 AMXS Aircraft Maintenance Unit.

The ER asked Lt Spada to share his thoughts on being a leader…in his own words.

Lieutenant Spada on his proudest moment(s): While assigned the additional duty of 436 Maintenance Group Snow and Ice Control Officer I was allowed the opportunity to lead the winter operations here at Dover last year.

Our success was only possible with the hard work from all of the men and women in the Maintenance Group, the Logistics Readiness Squadron and Civil Engineering, keeping operations running through an unseasonably cold and wet winter. It was a full team effort here at Dover AFB managing snow removal and deicing operations; to all folks involved in keeping the mission moving I would like to say

Figure 2. GO SOX! Enjoying the game at Fenway Park, Boston MA. After an 8-1 deficit the Red Sox came back and won 9-8 in the bottom of the 9th! Pictured (left to right): Emily Jones, Katie Jones, Elizabeth Jones, Ashley Spada, Peter Spada, Lt Spada, Anne Spada (front), Ashley Pelletier (back), Joel Pelletier (back), Cathy Spada (front). Photo taken by unknown photographer, 30 July 2013.

THANK YOU!

Lieutenant Spada on keeping leadership skills honed: My leadership philosophy is simple, “be involved.” In order to continue sharpening our skills, a continued self-education on how the everyday miracles are performed by the technicians on the flight line, back shops, and support

30

functions is necessary. Leading Airmen stretches beyond providing direction and guidance…as a Company Grade Officer it requires a broad technical understanding of what your people do, and how they do it, in order to champion their needs.

Lieutenant Spada on the leadership skills/traits that are most important to logistics officers: Question everything and think critically.

Strive to understand “why.” In my experience, if I am unable to understand “why,” chances are there is an opportunity to improve the working conditions and processes Airmen experience every day. Amidst a continually shrinking Air Force, working Figure 3. Maintenance runs in the family – Commissioning Day! Lt Spada (left) pictured with his brother (now) MSgt Joel Pelletier, Pro Super for 726 AMS out of Spangdahlem AB, Germany. Photo courtesy of Cathy Spada, 6 May 2012.

smarter with what we have on hand needs to be our priority.

Lieutenant Spada on his aspirations: I want to finish my Master’s Degree in Transportation and Logistics Management as well as my AFSO21 Green Belt certification. I plan on continuing my career in Aircraft Maintenance and am hoping for an opportunity to explore my career field in various MAJCOMs.

31

INDUSTRY PARTNER Northrop Grumman: The Value of Innovative Global Logistics For over 80 years, Northrop Grumman has been delivering innovative logistics solutions to its customers around the world, enabling affordability, effectiveness, and 24/7 global mission readiness. This year we are proud to support the Logistics Officers Association and its 2014 annual conference as the platinum sponsor.

Our innovative logistics approach establishes maintenance, modernization, sustainment, training, and support-service excellence through product and process innovation. Northrop Grumman’s employees enable product innovation through the integration and application of new technologies, tools, and devices. Our process innovation is achieved through the application and refinement of logistics operational concepts.

Northrop Grumman has been developing and implementing integrated approaches, such as Performance Based Logistics, to reduce the cost of providing logistics products and services.

We use global supply chain inventory forecasting tools, integrated training solutions, globally deployed logistics operations, and reliabilitycenter maintenance approaches. These initiatives have reduced program execution costs for our customers and increased financial returns for our Figure 1. Delivering global logistics: At a media briefing at the National Press Club in Washington May 28, Joe Taylor, vice president, combat and mission systems, defense systems division, Northrop Grumman Information Systems discusses the Global Combat Support System-Army.

company.

32

Affordability: Cost-Driven Solutions A major driver within logistics is the cost of products and services. As our customers face tightening budgets, the importance of affordability is critical. Northrop Grumman’s innovative logistics solutions deliver proven performance at lower cost.

We leverage technology to improve program performance by improving quality. Low-quality logistics products and services create rework and additional effort to correct deficiencies, wasting valuable time and money. By emphasizing innovation and performance, we deliver high-quality logistics products and services.

Effectiveness: Sustainable Superior Performance Our logistics innovations increase the value-added of our capability offerings and drive improved bottom-line returns through aggressive risk management. We accomplish operational excellence through a combination of superior program performance, a focus on customer intimacy, selective risk-sharing partnering, and prudent investments in closing competitive

Figure 2. Northrop Grumman employees working on the United States Air Force’s KC-10 in Lake Charles Maintenance and Modification Center in Lake Charles, La.

capability gaps.

We deliver modification, upgrade, and modernization solutions to our customers based on trust, thought leadership, quality, and commitment. We are also improving our overhead rates through consolidation of cost centers, streamlining of processes and implementation of synergies across all parts of Northrop Grumman.

33

Execution: 24/7 Global Mission Readiness Northrop Grumman’s logistics products and services deliver value and operational success as we stand shoulder-to-shoulder with our customers around the world.

Our business and service-delivery flexibility enable us to meet our customers’ stringent operational demands—providing for both mission availability and rapid deployment—on time and on budget.

Northrop Grumman proactively partners with our customers to enhance mission readiness by implementing innovative logistics concepts. Our Smart Modernization initiatives enable us to upgrade capabilities for mission requirements and deploy them rapidly. Customer mission readiness is enhanced because their systems are modernized

Figure 3. Northrop Grumman employees in Pax River with the US Navy X-47B UCAS.

sooner.

We provide superior services for both Northrop Grumman and non-OEM products at the system, platform, and subsystem level.

The concept of “modernization through sustainment” establishes a foundation of performance on maintaining, sustaining, and providing logistics services, principally on non-OEM systems, enabling longer-term modernization. We are growing and improving organic capabilities in key performance areas which enable recurring profitable business through delivery of upgrades and modifications.

Northrop Grumman’s Innovative Logistics solutions ensure affordability and effectiveness to deliver global mission success.

34

Northrop Grumman is a leading global security company providing innovative systems, products and solutions in unmanned systems, cyber, C4ISR, and logistics and modernization to government and commercial customers worldwide. Please visit http://www.northropgrumman.com for more information. To read about our Global Logistics media briefing at the National Press Club please visit http://www.northropgrumman.com/MediaResources/Presentations/2014/Pages/052814GlobalLo gisticsBriefingAtTheNationalPressClub.aspx

35

Dear Dad, from Afghanistan…

Submitted by Lt Col (ret) William T. Singer “Dear Dad…I am part of a unit being mobilized to go to Afghanistan…” With this line Lt Col (ret) William T. Singer started writing his father, a veteran of the Air Force, Navy, and Army. They kept writing throughout Lt Col Singer’s deployment to Afghanistan. In 2014 the father and son published a compilation of their letters to capture the essence of that time, covering events from Lt Col Singer’s training, travel, mission in Afghanistan, and return, as well as events back in the States.

Below are some excerpts from “Dear Dad, from Afghanistan…”

“There are many stories which have already come out of Afghanistan…but to the best of my knowledge one consisting of letters from a deployed son to his dad, or covering the mentoring of the Afghan Army hasn’t been published. Until now…

In the last decade plus, Airmen are often deployed as ‘in-lieu-of’ (ILO) forces, filling positions in logistics, security, medical fields to liberate Soldiers and Marines to take the fight to the enemy directly on the ground. Airmen are embedded directly to platoons, companies, battalions, or to fill other duties Soldiers would otherwise perform.

36

Our team also was glad to provide logistics for the Army and Marine troops in our area and even further downrange. We knew their work was crucial and they did not need to worry about their fuel, ammo, uniforms, food, any more than they often would. Teaching the Afghans to do these essential functions would be a daily challenge.

October of 2005 was the first time this ILO tasking system hit me personally. In 48 hours I had re-qualified with all weapons, updated all shots, signed for 3 bags of mobility gear, and said goodbye to my wife and daughter. The next day I was to start training at Camp Atterbury, Indiana. Arriving a week after training had started, part of a unit of Air Force active duty and Reserve personnel formed from bases What the ANA does with what we taught them is now in their hands.

around the world, we were being organized to stand up, train, equip, and

mentor the Afghan National Army’s (ANA) logistics personnel, from the lowest grade Soldier to their Commanding General. There are so many ways that could have gone wrong, but due to the dedication of these 80 men and women, and the Soldiers teamed with us in country, by the time we left we had functioning supply depots and ANA troops who knew the basics of something they had probably never heard of before – logistics.

What the ANA does with what we taught them is now in their hands.

Our team often made it up as we went, but used the decades of combined experience to form the ANA logistics doctrine, have it translated into Dari, and left behind a structure for the hundreds of Airmen and Soldiers (and Afghans) who followed in our footsteps. Through the effort of our mentorship we hoped to give Afghanistan something more than a light infantry force, but an Army that was trained to feed, supply, and move itself across an area as large as Texas and covered with mountains.

37

Oct 23, 2005 Dear Dad, I am part of an Air Force unit being mobilized to go to Afghanistan.

I am at Camp Atterbury, Indiana, a National Guard base that mobilizes guard and reserve units to deploy. It has been interesting. The last week I've lived in a tent and we have been going to different firing ranges, land navigation and other courses to give us a grounding in basics before we deploy. The training is good, I'm proud to see how the Air Force folks have done; we have passed every course usually with high marks. I think the Army training folks are surprised. I am a little, especially when I can shoot a 300 meter away target with the M-16 regularly on a popup range in the rain.

We are supposed to finish training around Thanksgiving and then head out for Afghanistan. The deployment will be until June.

We have been a culture shock for the Army folks, we want to know why we do things, and then finish them early and with high marks. I've “durn� near caught up to the training schedule and I missed the first week.

Anyway, take care, Dad. I will be careful. Keep me in your prayers, thanks.

Love, Your son ******************************************************************************

38

The Request For Forces (RFF) which resulted in people like me getting 48 hours

We were being sent to develop the ANA’s infant logistics infrastructure.

warning to be somewhere else a week ago, was built upon the idea of the ETT. ETTs are Embedded Tactical Trainers, and as such are normally drawn from more experienced military personnel, both enlisted and officers, not new troops still learning their craft. …standing up a nation-wide logistical system from central depots to regional supply centers...due to this RFF for ILO (‘in-lieu-of’) forces, Air Force personnel, Airmen, were to fill this for the first time in Afghanistan for the logistics training mission of the Afghan National Army. We were not to lead the Afghan National Army into battle – although based on our success, the ANA would be able to sustain themselves in battle.

We were being sent to develop the ANA’s infant logistics infrastructure. The first few years after the US entered Afghanistan, the focus had been on chasing, killing, and disrupting Al Qaeda and the Taliban, but by 2004, the US and our Allies had transitioned into helping the country stand up an Army, essentially a light infantry force, capable of securing the country for elections and protecting the borders. By 2005 this process had matured into the helping this new Afghan Army support itself - logistics.

4 December 2005 Dear Dad, We made it to Kabul last night, will be here a few days. What a ride from the airport, I felt like we went from the 3rd world to a modern city and back again a few times. Dusty, lots of small Japanese cars, horse drawn carts, bicycles, motorcycles, women in burka's and in western clothes, lots of kids. Huge raw chunks of beef and lamb hanging outside in the markets. We are

39

fine and safe now. Way too many people walking on crutches missing legs here (gifts from the Soviet invasion, land mines).

I will be very careful, and I love you guys very much, Love, your son At Kabul I met an Air Force Major mentoring the Ministry of Defense (MOD) G4 who needed someone to ride shotgun. After getting our trip approved by a Turkish Sergeant Major, we drove through the carts, donkeys, goats, cars…and wound up at the MOD Headquarters. We went upstairs, greeted the G4 staff, drank tea, ate It may be a small thing, but we were in every instance teaching our values and ways of doing the work of a military, subordinate to a civilian authority, responsible for the public funds at our disposal, and responsible to the troops we were buying equipment for.

nuts, asked questions about each other’s families or health, and in about 30 minutes got down to the real task at hand. Buying kitchen sets. Not just any kitchen sets. Afghan National Army approved mobile, military

grade kitchen sets. The Air Force Major was there to mentor the MOD G4 staff in this process, it actually was an interesting process and I was very impressed at his patience and advice to the Afghan officers. It may be a small thing, but we were in every instance teaching our values and ways of doing the work of a military, subordinate to a civilian authority, responsible for the public funds at our disposal, and responsible to the troops we were buying equipment for.” ****************************************************************************** “Dear Dad, From Afghanistan…” is published through CreateSpace and is listed on Amazon in print and on Kindle. There is also an illustrated version. A portion of the proceeds will be used to support veteran’s organizations and for the Air Force Reserve Officer Training Corps (AFROTC) Detachment 847 Scholarship Fund at Angelo State University, in San Angelo, Texas.

William T. Singer retired from the Air Force in 2009, and he currently works for the US Army as the Deputy to the Commander for the Aviation Center Logistics Command at Fort Rucker, Alabama.

40

Low Country Logistics: JB Charleston Sets the Pace of Global Transportation Submitted By 1Lt David Loska Joint Base (JB) Charleston is a diverse and unique base supporting multiple missions including all segments of the logistics trifecta‌air, sea, and land to include strategic prepositioning. It is comprised of an Air Force base and a Naval Weapons Station that includes active duty, reserve and civilian personnel from all four DoD services, and the Coast Guard. The 628th Air Base Wing (ABW) provides base operations and support for two geographically separated installations consisting of 53 mission partners.

The city of Charleston has long been considered logistically strategic. It has been a thriving port city since the late 17th century when it became the capital of the Carolina Province under Charles II and the Lord Proprietors, to which the King gave dominion over the land that stretched from the southernmost border of Virginia, past the southernmost border of what is now Georgia. Charleston’s natural port enabled the early settlement to thrive by providing access to

Figure 1. Soldiers from the 82nd Airborne Division, Ft. Bragg, N.C., file into a C-17 Globemaster III March 27, 2014, on the flightline at Ft. Bragg, N.C. The paratroopers were part of a large formation exercise which provided more than 500 operational and maintenance training objectives and demonstrated the U.S. Air Force’s strategic capability. (U.S. Air Force photo/Airman 1st Class Clayton Cupit)

41

trade with the West Indies. Today, these same attributes have allowed the area to continue on in that tradition as a strategic, logistical hub.

On 1 October 2010, JB Charleston was created by the merger of Charleston AFB and Naval Weapons Station-Charleston as a result of the 2005 Base Realignment and Closure Commission (BRAC). Under BRAC, many factors were taken into consideration when choosing the lead service for each joint installation. Among those factors were the size, both in real estate and population, and the mission of the different organizations. In the BRAC report, the Air Force was chosen as the lead service based on its “mission in support of operational forces compared to Naval Weapons Station Charleston, which The new organization, JB Charleston, now encompasses over 17,000 acres of land, including has a primary mission to support training and more than 16 miles of waterfront, 38.2 miles of industrial activities.” According to the rail lines, 292 miles of paved roads, and four deep water piers. report, “It was the military judgment of the Joint Cross Service Group that Charleston AFB, as an installation accustomed to supporting operational forces, was better able to perform those functions for both locations.” The new organization, JB Charleston, now encompasses over 17,000 acres of land, including more than 16 miles of waterfront, 38.2 miles of rail lines, 292 miles of paved roads, and four deep water piers.

JB Charleston also shares a unique relationship with the local transportation community. Since the inception of military operations in Charleston, it has operated as a joint use facility with the adjacent civilian airport, Charleston International Airport. They share the class-C airspace and its two active runways. The airport is also home to one of two final assembly and delivery lines for Boeing’s 787 Dreamliner. Boeing recently announced their plans to build design and assembly facilities for the 737 MAX engine inlets in Charleston, as well.

42

The 437th Airlift Wing (AW), along with their Associate Reserve unit, the 315 AW, operate the world’s largest fleet of C-17 aircraft and is the only Special Operations Low

Boeing 737 MAX The Boeing 737 MAX is a family of aircraft being developed by Boeing Commercial Airplanes. The new family

Level Second Generation (SOLL II) C-17 unit in the USAF. In addition to its 52 C-17s, the airfield is also capable of

is based on the Boeing 737 Next Generation family, which it is to replace. It will be the fourth

accommodating virtually all types of wide-body cargo aircraft, civilian and military, American and foreign carriers.

JB Charleston also owns and operates North Field, located

generation of the 737 family. The primary change is the use of the larger and more efficient CFM International LEAP-1B engines. The airframe is to

near the town of North, SC. The C-17 maintenance community also benefits from the experience of Boeing’s

receive some modifications as well.

The 737 MAX is scheduled for first delivery in 2017, 50 years after the

on-site Recovery and Modification Services (RAMS) team.

Boeing’s RAMS function provides assistance to recover disabled aircraft and to undertake depot level repairs at JB

737 first flew. Boeing has firm orders for the 737 MAX totaling 2,099 as of June 2014.

Charleston.

Charleston’s Aerial Port processes passengers and cargo supporting operations around the world.

In 2013, the port operations processed 17,600 passengers and 15,700 tons of cargo on approximately 6,000 missions. Charleston Charleston’s Aerial Port processes passengers and cargo supporting operations around the world. In also hosts the Denton Cargo program which 2013, the port operations processed 17,600 facilitates the delivery of privately donated passengers and 15,700 tons of cargo on approximately 6,000 missions. humanitarian goods by utilizing available space on US military cargo shipments. In 2013, the Denton Cargo program loaded over 200 tons of cargo destined to 23 impoverished nations.

43

On the Weapons Station, the three primary mission partners are the Naval Nuclear Power Training Command, Space and Naval Warfare Systems Command (SPAWAR), and the US Army’s 841st Transportation Battalion.

The 841st Transportation Battalion is responsible for the command, control and transportation of military cargo and equipment via ship, train and truck to destinations around the world. Last year, 38% of all Department of Defense cargo moved through the battalion’s Atlantic Ocean ports; 45% of all surface cargo entering or exiting the United States moved through their ports, and 24% of that cargo moved through JB Charleston. The proximity of two major interstates facilitates the rapid movement of cargo to and from JB Charleston, often allowing same day delivery of cargo and equipment. Additionally, the Army Strategic Logistics Activity Charleston is responsible for loading Army equipment and supplies aboard Military Sealift Command ships.

These ships are prepositioned at sea, strategically located in key ocean areas to ensure rapid availability for war, humanitarian operation or other contingency operation. This reduces US military reliance on other nation’s transportation networks.

For centuries the port city of Charleston has been a cutting edge logistical hub.

The city is rapidly expanding its manufacturing base and economic influence. JB Charleston’s logistical Figure 2. The 841st Transportation Battalion’s mission is to deploy and conduct surface deployment and redeployment distribution and water terminal operations to support and sustain the warfighter. The 841st has the capability to offload up to 150 trucks and 200 railcars of cargo per day.

The cargo being loaded and offloaded are pieces of equipment used for the warfighter. Photo courtesy of 1Lt Loska.

operations set the pace for transportation in the low country and are the contemporary pulse of warfighting,

44

support and humanitarian operations. Charleston is the premier east coast location for logistics trifecta…air, sea, and land to include strategic prepositioning.

About the author: 1Lt David Loska is an Aircraft Maintenance Officer currently serving as an Assistant AMU OIC in the 437th AMXS GOLD AMU at Joint Base Charleston, SC. He is responsible for coordinating maintenance and generation of Joint Base Charleston's 52 assigned C-17 aircraft and the supervision of Gold AMU's 250 personnel. His hometown is Bensenville, IL. After serving 5 years as an aircraft maintenance technician in the Navy, he received his commission from the ROTC at Southern Illinois University Carbondale. 1Lt Loska has been a LOA member since 2012.

45

What Base?? BEAR BASE!!

Submitted by 1Lt Bree Ann Lanz Have you ever been to a remote location and wondered where all the equipment comes from to sustain the mission? Well, there is a good chance the answer is the 49th Materiel Maintenance Group (MMG) at Holloman AFB. We are also known as BEAR Base, which stands for Basic Expeditionary Airfield Resources. The 49 MMG is the only military BEAR unit in the Air Force. While there are 15 BEAR/WRM locations around the globe (in PACAF, USAFE, AMC and AFCENT), the others are all contracted storage operations. At a moment’s notice, the 49 MMG is able to deploy Subject Matter Experts (SMEs) along with BEAR equipment packages to support Combatant Commanders, Department of Homeland Security, and numerous other agencies. The 49 MMG is proud to provide flexible and responsive expeditionary airfield resources and expertise to support the Nation’s priorities.

The 49 MMG is responsible for the storage, inspection, maintenance, repair, deployment and accountability of over $239M for Air Combat Command’s BEAR assets. BEAR also maintains a WRM and in-garrison vehicle fleet of At a moment’s notice, the 49 MMG is able to deploy 156 vehicles worth over $11.8 M. BEAR Subject Matter Experts (SMEs) along with BEAR equipment packages to support Combatant Base has supported hundreds of Commanders, Department of Homeland Security, operations to include natural disaster and numerous other agencies. response, humanitarian support, counternarcotics operations, operations at US Naval Station Guantanamo Bay (“Gitmo”), OPERATIONs Desert Shield/Storm and Enduring Freedom, etc. The 49 MMG supported these missions and many more with all types of equipment such as Large Area Maintenance Shelters (LAMS), Reverse Osmosis Water Purification Units (ROWPU), kitchen units, billeting units,

46

and generators, just to name a few of the 52 different Unit Type Codes (UTCs) we have postured to deploy via air and surface. If you have a site with a usable runway, taxiway, parking and a source of water that can be made potable, the 49 MMG can build you a base! Not only does the 49 MMG support operations with equipment packages, they also train and deploy subject matter experts to provide technical oversight and training on erection, maintenance, and re-deployment of BEAR assets.

Organizationally, the 49 MMG is comprised of two of units, the 49th Materiel Maintenance Squadron (primarily of civil engineers), and the 49th Materiel Maintenance Support Squadron (mostly supply and transportation AFSCs). The 49 MMG has 405 personnel from 32 different AFSCs, all of whom create BEAR capabilities that are very different from the mission of a typical CES or LRS. Along with the 2,082 assets maintained and stored at BEAR, they also own the largest inventory of Intermodal

If you have a site with a usable runway, taxiway, parking and a source of water that can be made potable, the 49 MMG can build you a base!

Surface Containers in the Air Force. Their inventory consists of 3,885 steel containers worth over $32M. To ensure serviceability and sea/air worthiness of this massive inventory, BEAR developed the Air Force’s first Container Maintenance Program. This robust capability keeps the containers mission ready and saves the Air Force $500K a year in container repair costs.

If you have been around for a while, you may remember that BEAR systems used to be configured in very large Harvest Eagle and Harvest Falcon packages. In 2007, BEAR UTCs were re-packaged so we could get away from giant transportation requirements and a ‘one-sizefits-all’ approach that often sent forward more assets than combatant commanders needed. As a result, the commanders frequently requested to break the UTCs into smaller increments. In response to meeting the commanders’ needs and reducing expenses and demands on the

47

transportation system, the BEAR community developed the BEAR Order of Battle (BOB) concept. This concept reorganized the 6 larger UTCs into 51 smaller UTCs that can be ordered “a la carte” to fit your needs. If you only require billeting tents, you request just the billeting UTC. If all you want is a Singe Pallet Expeditionary Kitchen (SPEK), you request the SPEK UTC. You can order as many or as few as you need to meet your operational requirements. If you would like more information on BOB assets, you can review Air Force Handbook 10-222 series and the Air Force Pamphlet 10-219 series. These guides include very clear descriptions of BOB assets, the UTCs, and some basic planning factors. If you don’t have time to become an expert, call us and we will help you define your requirement.

I have found during my time here at BEAR that many Airmen just don’t know what we do at the 49 MMG, or what kind of services we In 2007, BEAR UTCs were re-packaged so we could get away from giant transportation requirements and can provide. On a day-to-day basis, we a ‘one-size-fits-all’ approach that often sent forward account for and maintain over 2,000 more assets than combatant commanders needed.

BEAR UTCs to ensure they are ready to go out the door, at any time, to any location globally. Additionally, we provide technical assistance. Our Operations Center provides customer service and is available to connect you with a team of SMEs, send you the BEAR resources, or guide you through the use of our BEAR Planning and Power Distribution Tool. Operations Center personnel are standing by to answer your questions. They can be reached at DSN 312-572-5015, commercial at 575-572-5015, or by email at 49.MMG.Operations.Center@Holloman.af.mil. You can also view a short video developed by BEAR to showcase their capabilities at: https://www.youtube.com/watch?v=CNMqKyqsrp8.

48

The 49 MMG has an incredible mission, and nothing makes us more proud than to support missions around the world. If you think we can help, don’t be afraid to give us a call and ask questions! BEAR can be anywhere, anytime at a moment’s notice!

About the author: 1Lt Bree Lanz hails from San Diego, CA where she received her Bachelor’s degree in Arabic from National University and her commission from San Diego State University in 2011. She is currently the Group Operations Officer at the 49th Materiel Maintenance Group at Holloman AFB and has also been the Vehicle Management and Distribution Commander. She is currently getting ready to PCS to the Defense Language Institute in Monterey Bay, CA to learn French and take on a special duty assignment.

49

Strategic Partnerships Strengthen Logistics Excellence Submitted by Capt Steve Massara Force Multiplier In an increasingly uncertain and fractured global security environment, the importance of strategic relationships must continue to be emphasized. Strategic relationships are essential in many capacities, but especially as national budgets around the world are constrained by a myriad of pressing demands. According to the USAF Global Partnership Strategy, “the USAF must actively partner with the global community of airmen to further United States (US) and partner national mutual interests in air, space, and cyberspace” such that “these partnerships could act as a force multiplier in future crises.” However, the focus of USAF Global Partnership Strategy does not mean a sole reliance on US support. Instead, “successful partnership development optimizes interoperability, integration, and interdependence between coalition forces while providing our partner nations the capability and capacity to resolve national security challenges on their own merit.” In the strategically significant Asia-Pacific region, such successful partnerships are an essential building block to countering violent extremism, deterring and defeating aggression, strengthening international and regional security, and shaping the future force.

Helping to build these partnerships is the USAF Military Personnel Exchange Program (MPEP) that reports to the Secretary of the Air Force International Affairs. This unique program enables “conflict prevention and joint/coalition operational success through sustained security cooperation activities….and building trust with existing and new partners for our mutual security interests.” The current USAF MPEP consists of over 150 officers stationed in dozens of countries around the globe and from a variety of Air Force career fields. According to the

50

Global Partnership Strategy, these “exchanges between the USAF and our allies and foreign partners serve as force multipliers by promoting mutual understanding and trust, enhancing interoperability, strengthening AF-to-AF ties, and developing long-term personal and professional relationships.” Aircraft maintenance represents one of several logistics professions in the MPEP, founded on a culturally universal dedication to safe, effective aviation. Successful MPEP partnerships abound, but the personnel exchange program between Thailand and the United States has been particularly effective in improving logistics performance for a US ally.

As the exchange enters its thirty-fifth year of sustained cooperation and support, the results continue to be tremendously beneficial for both nations.

Crisis Tested Benefits Beyond the American officers serving in exchanges abroad, the USAF MPEP also hosts foreign exchange officers from around the world at USAF bases. Royal Thai Air Force (RTAF) Wing Commander (Lt Col) Puttinun Mahayossanun, a former C-130 maintenance Figure 1. The 2011 flood at Don Muang Air Base destroyed support equipment, damaged buildings, and seriously impacted mission readiness. (Photo Captain John Ware)

exchange officer in the 19th Aircraft Maintenance Unit at Little Rock AFB, worked for two years as a fully integrated member of its C-130 unit. Now

working back in Thailand as Chief of C-130 Maintenance at the RTAF 601 Squadron, he recollects, “the experience was fantastic and I had a chance get involved, undertake many diverse and challenging activities, and grow as a maintenance officer in the USAF.” The opportunity to serve as an exchange officer in the US proved to be highly fortuitous because when he returned to Thailand in October 2011 the worst flooding in centuries was bearing down on Bangkok. The

51

catastrophic flood destroyed nearly all C-130 support equipment, inundating every building on base, and severely impeding C-130 operations at Don Muang Air Base, Bangkok.

Following the disaster, the RTAF 601 Squadron encountered numerous difficulties in maintaining their fleet of twelve C-130 aircraft. Test equipment, calibrated tools, and even technical manuals were lost in the flood. The result was a mission capable rate sinking to less than sixteen percent of available aircraft, putting RTAF’s tactical airlift capability in peril. Wing Commander Puttinun was asked by RTAF leadership to bring his knowledge and expertise garnered during his time as an USAF exchange officer to help rebuild and improve the unit.

What followed is a story of maintenance and logistics success. Drawing on his knowledge of USAF Tactics Techniques and Procedures (TTPs), standards, and methods, he was able to successfully integrate Thai cultural norms and practices with USAF expectations. “When I first arrived, I immediately recognized we must focus on management and production, to include developing maintenance status boards along with scheduling and planning documents similar to what I used in the US,” Puttinun remembers. These documents helped synchronize daily maintenance efforts and ensure aircraft were ready to meet mission demands. Such efforts combined with assistance from the three language-enabled USAF exchange officers in Thailand assisted the unit in rebounding and becoming better than ever.

As the basis for his plan, Wing Commander Puttinun developed a new RTAF model for aviation logistics based on principles adopted from the USAF. Working closely with Wing Commander Atirach Sirisup, the 601 Squadron Commander who was a C-130 pilot exchange officer for two years at Dyess AFB, Puttinun was able to implement the new model. Highly engaged leadership represented the foundation of the entire logistics structure. Puttinun and Wing Commander Atirach enthusiastically led the unit to unparalleled improvements. Built on a foundation of

52

leadership, the model consists of six pillars of logistics: management, documentation, equipment, training, analysis, and safety. With these fundamentals emphasized at every juncture of the transformation, the 601 Squadron experienced a thirty-five percent improvement in its mission capable rate from 2013 to 2014. “We went from one or two FMC aircraft when I arrived to regularly having eight FMC (with three in depot maintenance) by focusing on developing a sustainable system,” said Wing Commander Atirach. “The importance is that even though people PCS, the model will continue to be successful.”

Figure 2. The Royal Thai Air Force model for aviation logistics. (Graphic Wg Cdr Puttinun Mahayossanun)

As the year progressed, Wing Commander Puttinun remained focused on each of the pillars in the model, emphasizing management of the relationship with Thai Aviation Industries (TAI), a semi-state owned aviation and logistics service provider that supplies parts for the RTAF’s C130 fleet. Having seen the benefits of military/private sector logistics relationships during his USAF exchange, he laid out new guidelines, expectations and responsibilities with TAI.

53

“Support from senior leadership was critical to addressing systemic issues, while I focused on building relationships based on trust and performance.” The outcome was nearly a 70% decrease in NMCS time.

Further compounding challenges, many of the units maintenance records were lost or damaged in the 2011 flood. Though extensive research was able to replace many of these crucial records, it also gave Wing Commander Puttinun an opportunity for his team to begin using the RTAF Logistics Management Information System (LMIS). His work with USAF Management Information Systems (MIS) such as GO81 during his exchange at Little Rock AFB helped motivate his expansion of the RTAF 601 Squadron’s usage. Soon the squadron became the number one user of LMIS in the entire RTAF, translating to more detailed job histories, a chain of accountability for maintenance actions performed, and improved data analysis capability.

A lack of serviceable equipment became a serious limiting factor following the flood, but with RTAF leadership support, Wing Commander Puttinun was able to secure funding to procure essential items for continuing maintenance operations. In order to improve safety and accountability, he set up a first-ever Consolidated Tool Kit (CTK) room to control and maintain the new tool and equipment acquisitions. “It took some adjustment among the older maintainers, but I explained the system of tool accountability we used back at Little Rock, set it up, and it made a huge impact in reducing Foreign Object Damage (FOD).” With enhanced positive tool control, the number of FOD incidents were reduced to nearly zero and provided the 601 Squadron with a needed boost in aircraft availability.

54

Figure 3. The RTAF 601 Squadron modeled its new CTK after lessons learned at Little Rock during the personnel exchange program. (Photo Wg Cdr Puttinun Mahayossanun)

Formalizing the upgrade training process was another priority. After a USAF-supported Mobile Training Team (MTT) conducted maintenance instruction for 100 RTAF maintenance personnel in February and March 2013 at Don Muang, USAF exchange officers worked with Wing Commander Puttinun to build a training curriculum for each maintenance specialty. Wing Commander Puntinun also created a new maintenance career path, formalizing the process for progressing in the C-130 maintenance profession and mirroring much of the USAF’s Career Field Education and Training Plan (CFETP). “At first it seemed complicated, but I feel it flows logically and inspires me to work hard and study,” said engine specialist, Sergeant Nattapong Kamolwekin. Now the unit has an upgrade ceremony every September for those maintainers who have met the training requirements necessary for advancement to a five or seven-level

55

equivalent in the USAF. Wing Commander Puttinun elaborated, “When I first arrived, there was no way for me to know who could do the job or who was just pretending to do the job. The CFETP and career path helped validate skill levels and motivates all to increase their skills through clearly defined steps.” Such concentrated efforts on increasing knowledge and experience has paid dividends with the repeat/recur rate decreasing sixty percent over the past year.

Figure 4. Each September the RTAF 601 Squadron now holds a formal upgrade ceremony for its maintenance personnel. The program has been successful in upgrading over thirty maintainers and increasing skill-levels in all specialties. (Photo Capt Steve Massara)

Finally with these logistics pillars now in place, thorough maintenance data analysis could be conducted tracking the mission-impacting progress of Wing Commander Puttinun’s transformational changes in the unit. Every metric saw improvement, even as the squadron’s local, regional, and international mission requirements expanded. This combined with the acquisition of new safety and personal protective equipment (PPE) meant that the 601 Squadron could move forward with renewed confidence in carrying out its missions on behalf of the nation of Thailand.

56

Enduring Impact The sustained relationship between the United States and Thailand remains strong through programs such as the MPEP. USAF exchange officers in Thailand continue to provide insight and valuable experience with their Thai counterparts, while the experience gained during Wing Commander Puttinun’s exchange at Little Rock AFB provided him with an enhanced tool kit to help transform a unit in crisis. Because of the thirty-five percent increase in mission capability for the Thailand’s only tactical airlift unit, the 601 Squadron has been able to take on new strategic missions in the resistive south of Thailand as well as sending multiple aircraft to large regional aviation exercises such as Cope Tiger, Pitch Black, and Air Thamal.

With enduring emphasis place on training, the US-Thai relationship is further strengthened as annual maintenance exchanges align with larger regional exercises. Wing Commander Puttinun views the “informal exchanges in Thailand as very important for both the maintenance instruction provided as well as the lifelong friendships formed.” Other opportunities to share best practices and forge relationships include events like the Logistics and Safety Symposium (LASS) organized by Pacific Air Forces in May 2014. Wing Commander Puttinun attended with three RTAF colleagues and was able to present his unit’s good news story and improvements to other air forces in the Association of Southeast Asian Nations (ASEAN) region, while also making strides towards improved interoperability with the US and its regional allies. Major Mike Nishimura, a former RTAF exchange officer and desk officer for Thailand, reflected on the importance of events like this stating, "these engagements help develop robust capability sets, improve TTPs, and further develop the relationship with our ally and partner nation air forces."

The tremendous improvements experienced in the 601 Squadron’s maintenance operations represent a perfect synergy of what the MPEP’s goals are: serving as force multipliers by

57

promoting mutual understanding and trust, enhancing interoperability, strengthening AF-to-AF ties, and developing long-term personal and professional relationships. Wing Commander Puttinun was able to draw upon his two years’ experience in the US to build a successful new model for aviation logistics in the RTAF. This knowledge combined with assistance from USAF exchange officers stationed in Thailand provided crucial gains in the strategically significant Asia-Pacific region. Through strong, enduring logistics relationships the USAF Global Partnership Strategy can be advanced through mutually beneficial personnel exchanges that impact the both nations for years to come.

About the Authors: Captain Steve Massara is the Royal Thai Air Force C-130 Maintenance Exchange Officer stationed at Don Muang Air Force Base, Bangkok, Thailand. He is the current Siam LOA Chapter President and past Northern Lights Chapter Vice-President. He served four years at Joint-Base Elmendorf-Richardson, Alaska before attending the Defense Language Institute in 2011. He can be reached at steven.massara@us.af.mil Wing Commander Puttinun Mahayossanun is the Chief of Maintenance for the 601 Squadron at Don Muang Air Base. He served for two years as the United States Air Force C-130 Maintenance Exchange Officer stationed at Little Rock Air Force Base, Arkansas. Wing Commander Puttinun would enjoy hearing from those he served with and can be reached at puttinun@rtaf.mi.th

58

0