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
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THE EXCEPTIONAL RELEASE Editor Col (ret) Kent Mueller email@example.com Assistant Editor Lt Col Lee Levy firstname.lastname@example.org Executive Director, Marketing/PR ER Managing Editor/Publisher Marta Hannon email@example.com ER Worldwide Staff Col Mary H. Parker, 39MXG/CC Lt Col Cheryl Allen, SAF/AQM Maj Gene K. Carter, 777 EAS/DCM Maj Richard Fletcher, 437 AMX/MOO 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. 98 - Winter 2005
Going Down Range: Pearls of Wisdom for Your Next Deployment
Damage Docs to the Rescue
Just Like Home: Institutionalizing Expeditionary Maintenance
The Daily Grind: Fighting & Supporting the Global War on Terrorism
Avoiding Logistics Lockjaw
Incirlik's New Mission: Cargo Hub Ops Transfer to Turkey by Maj Todd Cheney and Capt Paul Cornwell . . . . . . . . . . . . . . . . . . . . .38 Just Another Day at the CAOC by Maj Don Tackett . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .42
DEPARTMENTS President’s LOG(istics) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2 Editor’s Debrief . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 Perspectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16 CGO Corner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .47 Chapter Crosstalk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .50 Milestones . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .56 The views expressed in all ER article are those of the author. None of the opinions presented here should be construed as official policy of the United States Air Force or any of its subordinate commands, nor are they the views of the Logistics Officer Association. These are “perspective” pieces based on the authors’ own experiences. On the Cover: A C-17 that sustained major damage when it departed the runway at a prepared airstrip in Afghanistan. Full story page 24.
President’s LOG(istics) FELLOW LOGGIES: GREETINGS
Y O U R L O A N A T I O N A L P R E S I D E N T.
For those who attended LOA 2005, you were part of an event that many have lauded as one of the best conferences ever. We had 1217 LOA members in attendance, 116 booths, and support from 74 companies….truly awesome! Our many thanks for a job well done to the volunteers from the Middle Georgia Chapter and your LOA executive board that made this conference a tremendous success.
ER: PRESIDENT’S LOG(ISTICS)
This edition of the ER contains many of the sights and memories of LOA 2005. We hope to see you at LOA 2006 in San Antonio. The Alamo Chapter has promised an even bigger and better conference!
Col Phil Waring
LOA 2006…Your LOA National Team and the Alamo Chapter have already begun preparation for next years conference. We are committed to continue bringing you the best possible venue and information exchange yet delivered at a conference; more LOA 2006 Conference items as the new year progresses. Mentorship…as you know, we have made great progress on this critical area of LOA; however, many improvements can still be made. To that end, we will work with your Chapter Advisors and Presidents over the next several weeks on a more robust mentorship program, after all that is a key tenant of LOA. I need your input and involvement to boost mentorship. Many members were unable to attend LOA 2005 in Atlanta as they were deployed fighting the Global War on Terrorism. This ER edition, appropriately, contains many articles from your deployed fellow Loggies and LOA members and what they are doing or did in “Sandbox Logistics”. I encourage you to be involved with your LOA Chapter. As you know, local chapters and your involvement is what really makes LOA “LOA.” It is you, our membership, who ensures our vision of “a professional organization is devoted to quality logistics, the professional development of logistics officers, and an open forum for leadership, management, and technical interchange” turns into reality. I would like to extend a sincere LOA thank you to Col (Ret) Kent Mueller who stepped up to be our ER Editor (again) in 2003. Since then, he has been actively involved in the ER’s new look and content. This is Kent’s last issue as ER Editor. Col Deb Shattuck has been selected as our new ER Editor and will assume her duties with the Spring ’06 issue. Deb, you have some big shoes to fill, but we know you are up to the task! As always, keep our deployed logisticians and their families in your hearts and prayers as they serve our country in defense of freedom! Your National Team is dedicated to making sure LOA is meeting your needs; and please send any suggestions to me at firstname.lastname@example.org. It was great meeting and seeing you all at LOA 2005 and I look forward to working with you this coming year. See you at LOA 2006 in San Antonio!
–– COL PHIL WARING PRESIDENT, LOA NATIONAL
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 :email@example.com. Deadlines: The 15th day of March, June, Sept. and Jan. Story Format: Double-spaced, typed and electronically submitted to firstname.lastname@example.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: email@example.com – 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.
ER: EDITOR’S DEBRIEF
Editor’s Debrief Well it’s come down to this… my final Debrief as your ER Editor. What started as part time help turned into a part time job with lots of rewards. If you look at “the wall” that reflects LOA’s history the next time you are at the conference, you’ll see the names and faces of a bunch of great leaders who have succeeded in making LOA a first class professional organization. You’ll also notice the evolution of the ER. Looking down the wall Col (ret) Kent Mueller you see the colors change as the ER grew out of a news letter into a magazine, and then you’ll notice a real change in graphics, color and themes. That second transformation is “marker” for my arrival as editor. Having started a chapter of MOA at Dyess in the late 80’s, I’d been a believer in the vision of the organization for a long time. When Jim Hass and Deb Pauley asked me to dust off my journalism degree and magazine design training… I couldn’t resist. I can’t say enough about Jim’s leadership, as he unleashed me on the ER with Deb doing the nuts and bolts. What resulted was the evolution of the magazine. That is, of course, only part of the story, as the best was to come. That “best” was the arrival of Marta Hannon. We had “instant chemistry” when it came to themes, content, graphics and overall design of the ER. Never mind that I was, first, the systems development program manager of MH-53 PAVE LOW, AF chief of depot maintenance for C-130, commander of the AF’s biggest aviation group at Hurlburt Field, then AFSOC LG, Marta and I had a lot of fun making the ER brighter, and better. Since my departure from the AF, I’ve been running an engineering company, ARINC Advanced Systems, having a lot of fun, but doing a lot of work and travel. As proud of ER as I am, my nearly eight year involvement with the publication as editor must now come to an end. As those who know me well know, I believe that change is good. In that spirit, it is time for me to give the creative reigns to a new ER editor, a new partner for the terrific creative energy of Marta Hannon. I’m not “leaving the planet” but will remain a Contributing Editor and “fire fighter” during workload peaks. Please welcome your new ER Editor in Chief, Col Deb Shattuck. What’s best about ER now…what am I most proud of?? That’s easy…Marta, and the world wide staff. We envisioned and created a “city desk” and planned to further expand to “bureaus” around the world. As a result, a dozen people are working to make ER the excellent journal that it has become. I’m confident you’ll see an even more vibrant and topical magazine in the future! OK, there’s my sign off. Now, enjoy this issue, revisit your conference experience, learn from the Sandbox Logistics experiences of your colleagues, and the sage view of Maj Gen Art Morrill. With that… I’ll bid you all not a “so long” as editor, but not as a fellow LOA. Stay in touch…I will!
––KENT MUELLER AND YOUR ER TEAM
Our Fearless Editor: Thank you for your leadership, compassion and faith in us. We will all miss your unique blend of vision and wisdom that helped shape the ER into the professional journal it is today. We know this is not “goodbye” — just “see you around!” –– THE ER WORLD STAFF 4 WINTER
2005 LOA N ATIONAL C ONFERENCE A TLANTA
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2005 LOA National Conference Scrapbook
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CONGRATULATIONS: SCHOLARSHIP WINNERS MASTER SERGEANT THERON J. JONES MSgt Theron Jones is the Command Vehicle Operations Superintendent, Headquarters Air Force Materiel Command, Wright-Patterson AFB, OH. Sgt Jones provides vehicle operations policy guidance to 23 bases. He manages 565 military, civil service, and contract vehicle operations personnel and 8,000 vehicles valued in excess of $300 million. He develops vehicle management operational and logistical support plans for contingencies and peacetime requirements and allocates vehicle operations manpower to ensure appropriate and equitable distribution of available resources to ensure AEF support. Jones holds an Associates Applied Science Degree, Transportation Management from Community College of the Air Force and will receive a Bachelors of Science in Organizational Management, Nyack College, OH in 2006.
STAFF SERGEANT DOUGLAS PICARD SSgt Douglas Picard began his AF career as an avionics systems technician at the 552nd Component Repair Squadron at Tinker AFB. He was promoted to Senior Airman below the zone and selected for special assignment as an 8G000 (USAF Honor Guard) base level assistant NCOIC from 2001-2004. Sgt Picard's efforts in writing, coordinating and ensuring 30-day turnaround of 61 Air Force achievement/commendation medals for members resulted in his selection as "Outstanding Performer" in 2003 AFMC Unit Compliance Inspection. Upon completion of this special assignment Sgt Picard returned to his technical roots as the Avionics Intermediate Section Production Supervisor within the 552nd Component Maintenance Squadron. He began his current position as an instructor for the avionics test station technical school at Sheppard AFB in September 2005. Sgt Picard looks forward to his upcoming promotion to TSgt, completing his education and taking on new challenges. He expects to receive a Bachelor of Science in Management from Park University in August 2006.
SENIOR AIRMAN JOSEPH J. CHASTAIN SrA Joseph Chastain is a B-52H Aerospace Propulsion Journeyman assigned to the 2nd Bomb Wing, Barksdale Air Force Base Louisiana. He enlisted in the Air Force in September 2001, answering the call to service after September 11th under the Delayed Enlistment Program. After completion of Basic Military Training at Lackland AFB, SrA Chastain completed technical training as an Aerospace Propulsion Apprentice at Sheppard Air Force Base, Texas. He was the Top Graduate of his class. He was then assigned to Barksdale Air Force Base and began on-the-job training to achieve his 5-skill level as a B-52H Jet Engine Mechanic. After being on station he felt his call to the Barksdale AFB Honor Guard in February 2003 and has been "proudly honoring those who have served" ever since. He was selected for early promotion to Senior Airman under the Below the Zone program in June 2004. After his promotion, he was chosen from over 620 troops, as the 2d MXS Squadron Airman of the Year. He recently was selected for promotion to Staff Sergeant.
TECHNICAL SERGEANT MICHAEL S. FOWLER TSgt Michael Fowler is a Weapons Load Team Chief assigned to the 63 Aircraft Maintenance Unit, 756 Aircraft Maintenance Squadron, 56 Fighter Wing, Luke AFB. His weapons loading and maintenance experience include the F-4G, F-15 C/D, F-16 C/D and A-10 aircraft, including 7 years of armament shop on the F-16 and A-10. Sgt Fowler's most recent accomplishments include the 756 AMXS Non-Commissioned Officer of the Year Award for 2004, the Greater Glendale Chamber of Commerce Certificate of Appreciation for Outstanding Volunteer Community Service, The Pitsenbarger Scholarship Award sponsored by the Aerospace Education Foundation and the Wayland Baptist University's, The National Dean's Lists. At present, Sgt Fowler is enrolled at Wayland Baptist University pursing a Bachelor's of Science degree in Occupational Education. Prior to graduating in September 2006, he will be applying for Officer Training School.
CONGRATULATIONS: SCHOLARSHIP WINNERS STAFF SERGEANT HENRY GONZALEZ Upon graduation Basic Military Training Staff Sergeant Henry Gonzalez attended aircraft propulsion system technical training at Sheppard AFB. After which he received an assignment to Davis Monthan AFB where he maintained jet engine systems on A-10 aircraft. While there he earned a Senior Airman Below-the-Zone, 355th Fighter Wing 2001 Airman of the Year and 355th Fighter Wing 2001 Off-equipment Airman Professional of the Year. Sgt Gonzalez also completed his CCAF Associate Degree in Aerospace Propulsion Technologies. In March 2004, he received an assignment to Osan AB where his jet engine expertise was in great demand as he supported both flight line and back shop operations maintaining F-16 and A-10 aircraft jet engines. He was selected as the 51st Wing 2004 Maintenance Squadron Professional of the Year. Upon completion of his remote tour he was assigned to his current assignment McChord AFB, where he is an Aerospace Propulsion Craftsman. Since his arrival, Sgt Gonzalez's unique blend of leadership and enthusiasm infused vigor and refreshed maintenance efforts throughout the section and flight.
2005 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. LOA is proud to announce the winners of the 2005 General Zettler Lifetime Achievement Award: Lt Col (ret) Diana Francois, Col (ret) Richard Dugan and Col (ret) Denny Portz.
LOA National President Col Phil Waring, Gen Robert Foglesong, Col (ret) Rick Dugan, Lt Col (ret) Diana Francois, Col (ret) Denny Portz and Lt Gen (ret) Michael Zettler
THANK YOU: SCHOLARSHIP DONORS
Scholarship Benefactors (Donations of $1000 or More)
(L-R R) Ms Diana Francois, Whitney, Bradley & Brown; Col (ret) Geary Wallace, Mr. Jay Kappmeier, Boeing; Mr. Hector Gavilla, ATTI; Maj JD Trimble, Alamo LOA Chapter; Mr. Larry Jones, Pratt & Whitney.
Scholarship Patrons (Donations of $500-$ $999)
(L-R R) Col (ret) Cliff Smith, Lockheed Martin; Lt Col (ret) Russ Hall, Booz-A Allen-H Hamilton; Lt Col (ret) Tom Billig; Col (ret) Steve Farish; Mr. Kent Owsley, Intergraph; Mr. Howard Creek, LOGTEC; Mr Tom Batty, NCI; Mr. John Jacobs, Northrop Grumman; Col (ret) Denny Portz; Col (ret) Steve Powers. 2005 LOA National Conference Scrapbook
THANK YOU 2005 LOA National Conference Sponsors Platinum Sponsors B EARING P OINT & N ORTHROP G RUMMAN
A LASKA S TRUCTURES
! u o Y s k n a h T
Gold Sponsors ATTI z D YN C ORP I NTERNATIONAL
Silver Sponsors z IBM z P RATT AND W HITNEY L OCKHEED M ARTIN
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A O L
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Golf Tournament Sponsor T HE N ORDAM G ROUP Online Registration Sponsor NCI I NFORMATION S YSTEMS . I NC . Conference Booklet Sponsor CACI Break Sponsors M ARTIN z MTC T ECHNOLOGIES
Perspectives T H E E X P E D I T I O N A R Y A I R F O R C E : I T ’ S O U R H E R I TA G E A N D O U R C U LT U R E An interview with Maj Gen Arthur B. Morrill III, Director of Resources, Deputy Chief of Staff for Installations and Logistics, Headquarters USAF, Washington, D.C., conducted by ER Editor Kent Mueller.
ER: Is "Sandbox Logistics" the new "Normal?" GEN MORRILL: If by "sandbox logistics" you mean our operations in Iraq and Afghanistan… that is certainly the present and likely the foreseeable future. However, I'd offer the more important point is the new normal is the ability to conduct global operations at will based on the needs of the nation. That means being expeditionary, but I'd have to add this is really nothing new. When you think about it, air operations were expeditionary even before the First World War. Thus, as Airmen we're really just reapplying our heritage, which obviously predates our formal founding as a separate Service in 1947. I always find it interesting that when people think about that date and compare us with our sister services who have two centuries of formal lineage, they often conclude we don't have a long history and tradition. The fact is…we do. Whether we Airmen were conducting and sustaining observation balloon operations in the American Civil War or flying satellites in support of today's combat operations, as Airmen we have exemplified a tradition of innovation, operational relevance and combat effectiveness. It was a continuation of that tradition that resulted in Airmen combining into today's Air Force as a separate service. All of that made us relevant to the combatant commander, and decisive in terms of achieving national objectives in the air, space and cyber domains. So, when you look at the Air Force, it's profoundly focused on being relevant and effective across the spectrum…from "presence" to humanitarian relief to combat operations. That means we must be increasingly more
Maj Gen Arthur Morrill, III
innovative and adaptive in the complementary areas of operational effectiveness and business efficiency. ER: In the commercial world, more and more attention is being paid to the retrograde part of the value chain…. Do you see progress and evolution in how we move things back from the fight… not just forward? GEN MORRILL: I wouldn't confine recognition of that increasing attention to the private sector. Both the public and private sectors are focusing on this…and very often in partnership. In fact, in many ways the military services have been pioneers in this area. The more important question, though, is, "Are all of us focusing on the enterprise Agile Combat Support (ACS) systemwhich includes but is not limited to retrograde, and which includes both the public and private sectors?" The answer should be, "Yes," and that focus must also include knowing how our Air Force fits in and supports the joint enterprise. In short, we must understand the total delivery system to best serve as a part of that system. We must know how we all fit in…so we do things that help the Air Force support joint capabilities and not sub-optimize them. All that said, I do see measurable progress in retrograde process performance. By the way, much of this progress doesn't result from the application of technology, which is all to often the default going-in position. Frankly, we don't need to field yet one more stand-alone, "pet rock," information technology (IT) system that isn't part of a designed global enterprise. Rather, a large part of our progress is simply Airman thinking about their profession of arms, about their craft, and engineering processes to
make those processes leaner, more effective and less resource intensive in support of garrison and expeditionary force needs. In short, they're increasingly only doing the value-added things in the right sequence. That's clear, for example, when you look at the clever things Airmen are doing in Dover AFB's C-5 ISO dock. Frankly, our objective is to be sufficient and timely as regards total readiness and sustainment needs. We want the level of support we provide from the combat support and combat service support arenas to be of such a character and result that we measurably increase the availability of platforms, equipment and parts across the spectrum of activity. We must also increase the speed with which we do that and while we reduce the cost of that support. If each of us can't say how we're specifically working on these three things to an improved, measurable result, then we need to rethink what we're doing. To the extent we can improve our expeditionary operations (including retrograde), by definition we end up also helping our garrison operations since retrograde is part of supporting that activity area too. All of this really reflects what we've really always known…that there is an inherent and integrated "public-private partnership" in the Agile Combat Support (ACS) enterprise community of capabilities. This goes back to making partnered garrison and expeditionary support an operating given. It demands that we acknowledge the factory to foxhole and back enterprise. To really make advances, then, we need to better manage our private sector suppliers while making sure that any arrangement we have with them is integrated with and does not stand apart from enterprise-wide planning, programming, budgeting and execution processes applicable to the Total Force. We need to further apply the life-cycle approach to what we do. We need to operate in these and other
ways, and in doing so, we need to develop logisticians with better-integrated and more comprehensive understanding of and experience with operational, industrial and acquisition logistics. ER: The business of Expeditionary Combat Support is being more and more touched by the "LEAN" concept. The whole business of applying LEAN and ECS…what are your thoughts on that? GEN MORRILL: My first thought is to make absolutely clear that when we say "Lean" we do not mean "Lean Logistics." Neither do we mean "Quality Air Force." Said another way, while we should learn from our history, we shouldn't be prisoners of it. Frankly, some are still allowing themselves to be prisoners. As Airmen, as a Service, we must move on. What we mean by "Lean" are the very progressive and measurably effective concepts and practices outlined in the book, Lean Thinking: Banish Waste and Create Wealth in your Corporation, by James P. Womack and Daniel T. Jones [New York: Free Press, 2003]. It should be a must read for every one-regardless their organization or duties. A caution though…don't be confused by the use of the word "corporation." What the authors really mean by "corporation" is any line or staff activity in any organization in the public or private sector anywhere in the world doing anything. In short, if you think about it, any human activity that culminates in a result is a process. "Lean Thinking" tells us processes can be made better and can better serve the end user/customer by deliberately doing things in a way that have attributable benefits that help us realize desired outcomes. One of the great things Continued on next page...
about "lean thinking" is we don't have to be a prisoner of merely doing what was done before simply because that's the process we inherited. "Lean thinking" frees us to do what's right, to do what's really effective, by helping us make our processes better in very specific, beneficial ways. The icing on the cake is we feel more fulfilled in the process because we can now increasingly influence our daily environment. That's the more focused context of "Lean Thinking." At the same time, many are increasingly using "Lean" as euphemism for complimentary methodologies that promote continuous process improvement, e.g., Lean, Six Sigma, Theory of Constraints, etc. Here's something to consider…remember I said all human activities are processes? Unfortunately, only a minority of our processes are really designed and engineered, let alone in a Lean context. Most of our processes are the result of responses to symptomatic issues and are, consequently, at odds with what we really need from an AF enterprise perspective. That's why, for example, we're more proficient at chasing MICAPS than we are in permanently and institutionally resolving the root cause reasons creating MICAPs in the first place. The object, then, is to make more of our processes designed or engineered in the first place, and then re-engineer (improve) them in the second place on some iterative basis. Outputs as represented by measurable capabilities and effects speak to what our orientation should be. To often we've been oriented to inputs…dollars, people, etc. However, as an Air Force we've now decided that capabilities and effects in a joint, expeditionary context will be our predominant focus-and they will be structured in a way to allow us to cover the range of possible operations and domains I mentioned earlier. This is a very pow-
erful way-a very effective and efficient way-to support warfighters…whether the combat forces are in a garrisontraining environment or in an expeditionary combat environment. This also allows us to better exemplify the Principles of War in our combat support and combat service support arenas. Bottom line, I believe the use of Lean, etc., naturally underpins the warrior ethos and consequently should be embraced culturally within our Air Force. Lean, etc., helps us achieve the increases in effectiveness and efficiency we've said as a Service we must have, e.g., a 20 percent aggregate increase in availability and a complementary ten percent reduction in operations and support (O&S) costs. Why is achieving these complementary objectives vital? It's vital because it makes us more operationally capable right now and it frees up capital for modernization in the future so we can get out from underneath our burdensome, aged platforms. ER: In the past "Readiness" and "Sustainability" were trade-off terms…if resources were constrained, readiness came at the expense of sustainability. In this new culture that we've constructed, would you say that is still a truism? GEN MORRILL: I think it's probably fair to say it's changing. We've made important progress, but we have much more to accomplish. You can probably surmise that based on my earlier comments, I see readiness and sustainability as parts of a larger ACS whole. Since we don't have unlimited resources or time, by definition there will be some amount of prioritization and risk involved-and that involves trade offs. We may not like that, but that's the reality-whether we're at work or at home, frankly. The operative point, though, is that in the context of
relevant, persistent, effects-based enterprise capabilities, the idea that readiness and sustainment are severable is an anachronism. In fact, it just was never true-even though we acted like it was. A capability is good only in so far as it can be applied at will to a certain effect…all at the discretion of the supported commander. You'll find that throughout classic doctrinal literature on the subject. Unfortunately, many of our operations, acquisition, logistics, programming, financial, personnel, etc., processes are unintentionally predicated on readiness and sustainability being unrelated. We need to fix that. I think you'll see in the next few years we'll focus very hard on that in some very innovative ways. As we do that together, we just need to be open to the idea that there may a better way to do things than we're used to-even when the new way is very different. Lean, etc., will be key to helping us do that. Finally, what we've tried to do, particularly in the past year or so in the Air Force, is to internalize the fact that the value of platforms and systems is not severable from the support that results in things and electrons being transformed into required capabilities delivering desired effects. We've improved the visibility of the linkages and seams between these things through the Master Capability Library (MCL) and the CONOPS/Capabilities Review and Risk Assessment (CRRA) construct…but as you can imagine, that has revealed to us that we have much more to accomplish in every CONOPS area. ER: The "high velocity pipeline" has been a dream that we've leveraged, generating assumptions that affect resourcing. How are we doing in achieving faster "pipelines?" GEN MORRILL: It's more than a passive dream; it's a vision that implies focused activity toward achieving a
desired end state-and we're making progress in achieving it. Remember, activity without the benefit of a vision merely results in good people being busy. We must be more than busy. The fact is we can show measurable improvements in pipeline velocity and precision in conformance with our vision of a future logistics state. We have also improved relations and achieved improved results in partnership with the other Services, the Defense Logistics Agency, and the private sector. Are all differences and issues resolved? No. However, you see how much we've progressed in the supply rates attendant to many of our platforms, though we have work to do in bombers, to cite one area needing further attention. In the main, though, the results are better than they were five years ago. Some of that is due to funding; some of that is due to deliberately improved processes; some of that is due to better line and the staff execution. Remember, though, that while we should be very proud of our many accomplishments as logisticians, it's not so much about where we are as compared to where we used to be, but more about how well and fast we're improving in the context of our vision. Interestingly, in the process of achieving those improved results, other things are naturally revealed. For example, as we worked supply chain issues, constraints in aging aircraft, product support, maintenance production, etc., were revealed. Candidly, I really don't lose sleep about that. We can't work on problems we don't know about, and I want us to work together on removing constraints to operational effectiveness and business efficiency. That's what Logisticians do. In fact, I genuinely see institutionally resolving problems and constraints as an opportunity to be more relevant to the Continued on next page...
joint fight. We can do that by being better as an Air Force, by growing professionally as Airman…and all of that will help us increasingly feel fulfilled as individualswhich is equally important.
ER: Any final thoughts for our readers? GEN MORRILL: Yes, I have a few. First, let me say the development of Airmen has to be at the forefront of what we do. As a Service, we are only as good as the individual Airman. We must help ourselves be better as Airmen. We need to inculcate an enterprise focus into education and training curricula. We need to foster improved leadership abilities in a highly dynamic operating environment. We need to increase the practical operational and business skills in each of us throughout our time in our Air Force-as appropriate to the needs of our Air Force and our individual desires. Each of us must have a self-development program…and not simply wait for our Air Force to hand us books, courses and insights. There are also some things we can learn, if not emulate, from the other Services and from the business world. For example, our flight command, squadron command, etc., courses need to better include what I'll call functional substance. I suggest this not to promote stove-piping, but rather to use these courses to include more than a predominant focus on cross-cutting staff support referral activities and agencies. We must help foster improved operational and business results in specific activity areas, e.g., operations, logistics, mission support, medical, etc. Consequently, while we've brought some very good courses on line, we ought to think further about how we teach our maintenance flight commanders to command maintenance at the flight level, our Logistics
Readiness Squadron commanders to achieve logistics readiness outcomes at the squadron level, etc.. We need to better capture the link between formal and experiential education and training, and make those activities work better together generally and specifically. Examining what the other services, such as the Army and Marine Corps, do can be very instructional in that regard. Second, whether we're officer, enlisted or civilian Airmen, we're all Airmen-first, last, and always. Our particular AFSC or job series is really secondary-at best. In today's let alone tomorrow's world, that means that we must be flexible about what our service may want us to do, and we have to be very good no matter what we do. Those are the characteristics that provide genuine organizational relevance and personal security. We have to be willing to go into new areas, take on new roles and responsibilities, and excel in doing so. We have to help others do the same. Airmen serving in "non-traditional" roles exemplify those attributes. Whether they're supporting the Army gun truck mission or other DOD missions, they're acquitting themselves selflessly, bravely and brilliantly. I feel very good about how great we are-individually and collectively. Whether we're in the Active, Guard or Reserve portion of the total Air Force, regardless our organizational assignment or duty title, we are the combatant force and the combat support provider of choice…not because we say we are, but because of the results we drive. Finally, I want to say "thanks" to our readers. Thank you for being truly great Americans. Thank you for being extraordinary Airmen. Thank you for the sacrifices you and your families have made that allow you to serve our nation so well. You are incredible…and I so admire you. K
Going D o w n Range Pearls of Wisdom for Your Next Deployment
Submitted by Capt April Mench In April 2005 the 355th Wing, based at Davis Monthan AFB, AZ, received its tasking order for AEF 7/8. The order tasked 14 A-10 aircraft and associated personnel and equipment from the 354th Aircraft Maintenance Unit (AMU), to Bagram Air Field (BAF), Afghanistan, on or about 15 Sep 05. This order fell in line with our AEF vulnerability; we were prepared and had an excellent plan. Unfortunately, unexpected challenges arose during plan execution. This article details those challenges and outlines how we worked through them to achieve success. Aircraft preparation began in March 2005. We performed heavy scheduled maintenance events early since capabilities at BAF are limited, accomplishing 9 engine, 12 gun, and 14 egress time changes before the deployment. We increased average hours to phase from 200 to 265 hours. It took the combined effort of the 355th Maintenance Group to make all this happen. This maintenance load decreased aircraft availability for the flying hour program (FHP), but since we were healthy on pilot qualifications, we were able to cut back on the FHP and focus on maintenance…or so we thought. 22
We hit our first snag with upgrade training on the LITENING targeting pod. This pod is not used in-garrison and units do not receive the pod until 3 months before their AEF rotation. When we received the pods we discovered that out of 21 deployable aircraft, only 7 functioned with the pod—14 didn’t. Fortunately, the 354th Fighter Squadron’s plan required only flight leads to get pod upgrades, so we were able to work those 14 jets around other scheduled maintenance. However, in early July we were informed that all deploying pilots required the targeting pod upgrade. This increased the training load by 62%, requiring added sorties on the FHP. We needed those 14 other aircraft LITENING pod-capable as soon as possible. In the 12 months between the last AEF rotation and our current spin up, we lost most of our experienced pod maintainers. We had limited technical and practical experience on troubleshooting the pod and its associated wiring. We worked through ACC to get contractor representatives and experienced technicians from Barnes ANG. They conducted academics, hands-on training sessions and assisted in troubleshooting. In one weekend, pod-capable aircraft increased from 7 to 17. Unfortunately, that same
a surge. The 354 AMU was tasked to send four jets and associated personnel to augment the 74 AMU out of Pope AFB, NC. Our chalThe first TCTO changed lenge was getting a the wing structural inspec4-ship of A-10s and tion criteria from hourly to associated maintaina specific number of landers to BAF in early ings; two of our jets now September while only had 50 landings left. pushing the 10-ship Luckily for us, the 2-week package (and main inspection could be accombody) back to late plished at the Aerospace September. We conMaintenance and Regenersidered two options. ation Center, also located Option one was to at Davis-Monthan AFB. deploy two waves of We could still deploy those A-10s; a 4-ship jets if we input them early and a 10-ship immediately. At the same with main body. time, the criteria for the Our second option A-10 wing Service Life was to send all 14 at Extension Program (SLEP) once and sit the 10changed. This hit much ship down while the harder. Three aircraft 4-ship flowed to grounded immediately with BAF. Option one no hope of coming up created a problem before the deployment. In with the en-route the blink of an eye, we lost support to aircraft five jets as our training (ESTA) package; requirement increased by The 354th AMU in action on the ground in Bagram. (USAF photo CMSgt David Stuppy) we only had one. If 62%. we sent it with the We surged all of July and August and used all wing 4 ship, we wouldnâ€™t have one for the 10 ship. Option two resources available to us. Namely, the LITENING pod got the nod. modified aircraft our sister AMUs (357 and 358 AMUs) The A-10s deployed the first week of September with the possessed. Two were loaned to us for 2 months and the ESTA team and parked at Al Udeid AB, Qatar, where the remaining four became deployment spares. Non-deploying 10-ship remained until 22 September. The 4-ship went pilots were grounded so all sorties could be dedicated to forward to BAF on 12 Sep 05 for the surge. Now we needtargeting pod upgrades. The 357 FS, an A-10 Formal ed to get our ADVON of 40 maintainers from Arizona to Training Unit, helped by flying deploying pilots. We flew BAF to support it. This was no easy task since the deciupgrades until 4 days prior to our departure but in the end, sion to send the 4-ship came at the eleventh hour. We all 354 AMU jets and 354 FS pilots were ready to deploy; finally found a rotator with 40 seats going to Al Dhafra however, not on the original schedule we had planned for. AB, the only hitch being that Al Dhafra doesnâ€™t stage Our original deployment date coincided with elections in Afghanistan; a bad time for a swap-out but a great time for week we hit another snag when we received two depotlevel TCTOs that impacted our aircraft lineup.
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ER: GOING DOWN RANGE
forward movements—there were no flights out. We remained there for 3 days until intra-theater lift was sourced but ultimately made it to BAF to integrate with the 74 AMU for a flawless surge. The last challenge was getting the main body into the AOR. The planned movement had front loaded our main sortie generating personnel: crew chiefs, weapons load crews, specialists, and required spares and equipment. This ensured we possessed full sortie generation capability as soon as possible. Needless to say, things did An A-10 returns to Bagram after a mission. (USAF photo by CMSgt David Stuppy) not go as planned. Chalk 2 with crew chiefs and MRSP broke en-route and Lessons Learned: was one of the last chalks to make it in. Chalk 3 broke in Germany. Chalk 5 was delayed at 1) Mitigate the effects of unexpected events or taskings with a solid Davis-Monthan AFB for Hurricane Rita supmaintenance and deployment plan. port. Chalk 6 diverted to McChord AFB, WA, 2) Plan for and complete scheduled maintenance events early; the and Chalk 7 diverted to Goose Bay, Canada. payoff in uninterrupted combat capability down range is worth it. None of the chalks arrived on time or in the 3) Understand aircrew training requirements. When we built our sequence we’d planned on. The situation appeared to be falling apart with no hope for success; however, a well thought out plan by both AMUs prevented mission interruption. The swap out was designed with the potential for breaks in mind. The C-17s bringing the 354 AMU in were the 74 AMU’s ride out, with each chalk a matched set. If we had seven crew chiefs coming in, they had seven crew chiefs leaving. The one for one match up in equipment and personnel ensured mission continuation.
plan at the beginning of our deployment preparation, we knew what the fighter squadron needed for upgrades and tailored the FHP to make it happen. While we did not execute that plan, just knowing where we stood as a team helped us work through the targeting pod challenge. 4) Communicate with the unit you’re replacing. 5) Build complementary load plans. Don’t put all your load crews or crew chiefs on one chalk…spread them so you can still generate sorties even if your airlift for other chalks goes south.
Remember nothing goes 100% according to plan. Requirements change, dates shift and airlift breaks. That is the nature of our business. Build your plan with those factors in mind and you will be able to clear the hurdles when heading down range. 24
Capt April D.M. Mench is the 354th Aircraft Maintenance Unit OIC out of the 355th Aircraft Maintenance Squadron DMAFB AZ. Capt Mench is currently deployed with her unit to Bagram AF, Afganistan supporting Operation Enduring Freedom. K
Damage Docs to the Rescue Submitted by 2d Lt Julian Thomas and MSgt Philip Williams
Combat Logistics Support Squadrons are unique units providing highly trained, flexible, mission-ready logistics teams to support U.S. interests globally. They prepare and deploy Aircraft Battle Damage The belly of the damaged C-17 before repairs. (USAF photo WR CLSS)
Repair (ABDR), crash recovery, supply and transportation teams for immediate worldwide deployments. They also provide
(EDSS) and depot-level technical assistance (including aircraft modification and repair) to major commands, combatant commanders and other U.S. governThe belly of the same damaged C-17 after Damage Doctors performed their magic. (USAF photo WR CLSS)
ment agencies and allied nations.
On 12 Aug 2005, the 653d Combat Logistics Support Squadron, Robins AFB GA and a team of Boeing engineers received a call to generate a maintenance recovery team for a C-17 that sustained major damage when it departed the runway at a prepared airstrip in Afghanistan. Twenty-four hours later, CLSS “damage doctors” boarded a flight to Afghanistan. They immediately realized that an aircraft with a maximum payload capacity of 170,900 pounds and gross takeoff weight of 585,000 pounds would be a tough business deal to negotiate from a “repair in the field” perspective. This was a life-sized job. As a matter of fact, recovery of this aircraft would become the largest job ever performed on a C-17 outside the manufacturing facility! To safely repair and rehabilitate the jet would demand a well-calculated plan and industrious work. The first order of business was to carefully lift, lower and secure the nose of the aircraft to a flatbed trailer attached to an 18-wheeler. Combined with the gentle synchronized tugging of two colossal bulldozers, (one pulling on each main landing gear), the aircraft, trailer and dirt were eased back onto the flight line. The jet had over seven cubic yards of dirt and rocks encrusted in its underside. Upon further inspection, it was discovered the nose gear had been completely sheared off, piercing the floorboard inside the galley. An axle on the right main landing gear was completely severed and the adjoining components were marred and mangled beyond repair. The aircraft was lifted once more from the flatbed and carefully positioned on aircraft jacks to safely support its weight. With surgical precision, the maintainers carefully removed the entire right main and nose landing gear along with the cross shafts (an undertaking never attempted before in the field). Eighty percent of the right main gear pod had been destroyed, so a complicated repair was required to restore it due to its graphite composition and unique conical shape. The technicians repaired half of the pod using 30-inch wide strips of aluminum sheet metal to shape it and reconstructed the remaining half of the structural ribs that gave the gear pod strength. After the landing gear and pod were complete, they focused on removal of the melted and deformed sheet metal and other material that used to be the jet’s bulkheads. A gaping hole approximately 12 feet wide by 25 feet long exposed the bottom portion of the C-17’s nose. The “damage doctors” engineered T-angle extrusions on site along the bottom of the hole to replace the bulkheads, stringers and longerons. This provided a surface area to attach newly fabricated aluminum skins to the undamaged outer perimeter of the hole. The process took nearly two months of detailed craftsmanship to complete.
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ER: DAMAGE DOCS
The next area to be completely rebuilt was the flight station 227 bulkhead. This bulkhead was a main structural point that provided the foundational support for the transition of the nose landing gear to the galley and flight deck respectively. This would prove to be the critical care portion of maintenance efforts. New skins and framing were fabricated to replace the mangled bulkheads. The aircraft’s general systems and avionics components, including the racks they were installed on, were warped and filled with dirt and debris, rendering them useless. In addition, the lower antennas and wiring were a complete loss. System restoration proved to be a tedious process; however, after several days of repair the avionics systems were complete. Subsequently, the team started repair of the hydraulic systems. Boeing engineers used blueprints to manufacture new hydraulic tubing, which took enormous patience and engineer support because of the repositioning and modification of the airframe. After weeks of tracing down and repairing broken lines, they used over 200 quarts of hydraulic fluid to purge, bleed and refill the system. The recovery efforts were almost finished. Engine runs and aircraft panel installation remained before the ferry flight to the states. Anxiety filled the air at the start of the engine runs. As expected, the onboard computer indicated several faults, but after several minutes of operation at more than half throttle, the anomalies ceased. This was the culmiReady for the flight back to Long Beach. nation of the crew’s extended stay in the desert. On 15 Oct 05 the C-17 that a few cynics suspected would never leave Afghanistan was airborne and heading back to the Boeing manufacturing facility at Long Beach, CA. Thanks to the hard work of the 653 CLSS “damage doctors” and Boeing engineers, a $220 million dollar aircraft was saved, extending our global capabilities. 2d Lt Julian Thomas is an Aircraft Maintenance Officer at the 653d Combat Logistics Support Squadron (CLSS) Robins AFB, GA. MSgt Philip Williams is a Structural Maintenance Element Chief at the 653d Combat Logistics Support Squadron (CLSS) Robins AFB, GA. K
JUST LIKE HOME
Institutionalizing Expeditionary Maintenance Submitted by Lt Col Christopher S. Mardis So, after endless hours of processing, waiting, and riding in cramped aircraft for interminable flights, you’ve finally arrived at your deployed location and you stop to get a look around to get your bearings. Your first question might be, “OK, so how do things work around here?” Once you’ve figured that out, you establish a routine to match the battle rhythm. After a while, it becomes apparent that while many things are different from “how you do it at home station,” there are some things that are more than merely different. In fact, your well-honed sense tells you that some things are simply wrong. In the effort to better understand why it’s being done this way, you get the typical responses that you’ve received any other time you’ve inquired about a particular practice, method, or organizational alignment: “That’s the way we have to do it here,” or my favorite, “We’re at war, you know.” How should you react? To be sure, executing maintenance in an expeditionary environment requires a significant adaptation to the environmental, logistics support and facility constraints. While there are locations where you will only have a limited amount of resources for the duration of the deployment, it won’t always be that way. With our continuing presence in Southwest Asia, there are numerous locations that 30
have grown from Spartan airfields with varying (and often colorful) legacies to full-scale air bases. As a deployed maintenance operation remains in place for some time, the goal should be to evolve the organization, processes and infrastructure to replicate home station maintenance wherever possible. This should be an iterative process for continuous improvement. Never before has the adage, “leave it better than how you found it” been more essential than with each subsequent rotation of maintainers. While the points made here address challenges from a maintainer’s perspective, the principles are universal, and can be applied to any discipline. Organization: Ideally, the maintenance organization should have all the important stuff built into it. This is achievable by selecting the right Unit Type Codes (UTCs) to achieve the desired capability: Quality Assurance, Plans and Scheduling, Maintenance Analysis, etc….they’re all there, and they’re just as important (if not more) in supporting Expeditionary Ops as they are back home for all the same reasons. Naturally, the leadership and management functions are critical, and their functions should be hosted in positions tailored to the size of the operation. Larger operations might require more overhead structure, such as a commander, first sergeant, maintenance operations officer, superintendent, etc. If your organization needs to have these pieces added, you can
request their addition via an Authorization Change Request (ACR). Of course, once you have them, use them to their fullest potential. Processes: How you do maintenance is critical. Think back to home station: what do you do in the daily launch and recovery of aircraft that somebody thought that you “don’t need to do that over here?” Think again – ask yourself, “Why not?” Local Operating Instructions are the key to putting the tenets of AFI 21-101 (and other relevant guidance) into the appropriate context for your location. Are your policies consistent with the intent of published guidance? How about scheduling? Is it a deliberate, methodical process, or is it improvised on a continual Expeditionary ops can present unique challenges for maintainers and bring out the best in their capabasis? Do you use metrics to assess your effec- bilities. (USAF Photo) tiveness, identify/analyze problems and monitor corrective action? Processes codified in black-and-white adapting to a wide range of facilities and equipment. Once an are the key to ensuring your maintenance organization organization has initially adapted to its new location, the focus endures subsequent personnel rotations over time. Instead of should be on ensuring maintainers have the best facilities, relying purely on your heavy-hitter expert to know what to do, parking ramp and equipment attainable, emphasizing safety, you should have personality-independent procedures exe- functionality and compliance with standards. What measures cutable by any individual with the requisite expertise. Don’t are necessary to adapt your processes? For instance, parking forget that your processes should include the dreaded meetings transports on a base originally built for fighters might require that everyone is eager to dispense with while deployed. As special considerations for marshallers to ensure adequate much as you might rationalize why you’re too busy to waste wingtip clearance. Planning to bring the right equipment your time in such an effort, properly focused meetings are an whenever possible goes a long way to ensuring success, but you essential tool to ensure complete and thorough communica- can’t anticipate every condition you might encounter. Get to tion and understanding of the priorities and plans to execute know your contracting officer, your FM, and your CE leaderthe unit’s mission. Additionally, the unique demands of oper- ship — if something needs to be procured, built or improved, ating aircraft and equipment in an austere environment (typ- plan for it with the experts. Don’t just call home to get someically at an accelerated utilization rate) require their own thing you need; follow the appropriate channels to coordinate adoption of preventive maintenance checks/actions to ensure equipment requests to address shortfalls. operability and reliability. Chances are this has been done before – don’t hesitate to benchmark from other units who’ve solved the same problem, making your own enhancements as appropriate. Don’t forget to implement on a regular basis, and follow up to ensure execution. Remember: much of our policies and procedures are the product of years of experience – with both success and failure. Don’t throw it all away when you need it the most.
Of course, all the enhancements to organization, processes and infrastructure will do little for you if you fail to maintain the discipline in enforcing standards. This is critical to ensuring your organization has the right mindset, and in eradicating any notions that you are in the “Wild West” where anything goes as long as it gets the job done. Adherence to TOs, following established procedures and upkeep of facilities are all part of setting the right environment for success. Just like home.
Infrastructure: This is often a huge challenge when adapting to a deployed environment. Maintainers are accustomed to
Lt Col Christopher S. Mardis is the Deputy Commander, 386 EMXG, Ali Al Salem AB, Kuwait. K EXCEPTIONAL RELEASE
Fighting & Supporting the Global War on Terrorism Submitted by 1st Lt Raymond E. Fike Look across the Coalition Ramp at Al Udeid AB, Qatar, and you will see sights common to any flight line in the Air Force. You will see expediter trucks shuttling troops from job to job, an AGE driver delivering an air-conditioning unit in the 128 degree heat, or perhaps a K-loader stuffing pallets of precious “beans and bullets” destined for some austere location downrange. Of course, you will also see the sunburned, sweat soaked, knuckle-busting warriors of the 745th Aircraft Maintenance Unit (AMU). For these maintainers from the 317th Airlift Group at Dyess AFB, Texas, the “war” is not necessarily characterized in the traditional manner involving flying bullets, mortar explosions, Mission Oriented Protective Posture (MOPP) levels and the like. In fact, even unconventional threats like Improvised Explosive Devices (IED), suicide bombers, and Rocket Propelled Grenades (RPG) seem to be distant notions, things that are not likely to be encountered even outside the gate in the local community. If you want to see what makes these young men and women warriors, you have to look deeper than what meets the eye. First you must view their efforts on this ramp in a context that exists outside the “AEF cycle.” For most Airmen this is not their first trip to the AOR, nor will it be their last. In fact, most AFSCs are down to a 1 for 1 ratio of days home to days deployed. At the start of the war, a Dyess C-130H was the first American aircraft to land on an Iraqi airfield and these Airmen have been coming here ever since. The mission of the 745 AMU is to “maintain, generate, and deliver safe, effective, and relentless combat airlift C-130 aircraft in support of OEF/OIF and Central Command Air Forces war fighting objectives.” But ask the troops on the line what they think and you will get responses more profound and inspiring than any mission statement could capture. “We are here to support the troops that are fighting. We are at war too, away from our homes and families so much, but our job is to make life better for those in combat” says one 32
A1C Louise Bennett, SSgt Richard Vandenberg, SSgt Ross Steffenaur the Engine Shop gang- hard at work. (USAF Photo, 745 AMU)
Airman. From another: “We do what we do so that others back home can be free from terrorism.” A third Airman interjects: “We fly places and do things that no one else can. Every mission that we launch means one less convoy that someone else on the ground has to go on.” Indeed, it has been estimated that C-130s have kept 130,000 personnel off convoys in 2005 alone. Though their perspectives vary, there is a common thread that motivates these maintainers. That thread is the belief that every day, every action counts. Toto, I don’t think we’re in Kansas anymore! (USAF photo 745 AMU)
This is made all the more profound because these Airmen rarely see more than the flight line and their rooms. The bread and butter of tactical airlift happens long after the
Herc” churns its
US Air Drop in North Afghanistan. (USAF Photo, 745 AMU)
way through the horizon. These Airmen will likely never see the wartime impact of their massive effort. They will never shake the hand of a free Iraqi. Yet, the evidence of their dedication can be seen not just in their attitudes, but in their performance. The maintenance indicators for the first month of this rotation illustrate this point: 82.8% MC rate, 10% NMCM rate, 0% Abort rate, 100% Fix rate, 0% Repeat/Recur rate. Most importantly, out of 472 sorties flown in June 05, they only missed 2 Air Tasking Order (ATO) sorties due to maintenance. Though these Airmen are hundreds of miles from any conflict, they fight the war every day. Their war is a battle with themselves. It is a war against repetition, fatigue and complacency. Their defeat is every Air Tasking Order mission that is cancelled for maintenance; their casualties are every pallet of cargo that has to be returned to ATOC. Their only victory, simply stated, is six tires safely back in the chocks, a safe aircrew in debrief, and the belief that someone downrange was impacted by all the things they did to make it happen. It is a war they believe in and a war that they win each and every day. 1st Lt Raymond E. Fike, III is the assistant Officer in Charge, 745 Aircraft Maintenance Unit, Al Udeid Airbase, Qatar. K
TSgt Matthew Stiles Tow Support supervises a tow job. (USAF Photo, 745 AMU)
Tips to Bringing Contingency Contracting Into the Fight Submitted by Capt Tommy Gates Since the Revolutionary War, the Nation has always relied to some extent on contract employees in battlefield environments. For example, General George Washington employed civilian wagon drivers to transport supplies. Since that time, contract employees have been an integral part of the total force structure.i Post-Cold War force reductions and the increasing technical complexity of weapons systems, combined with other factors, led to the significant increase in the amount of support obtained from contract employees as well as an expansion from traditional contractor logistics support to more operational oriented tasks such as Unmanned Aerial Vehicle (UAV) operations. This post-Cold War trend sparked significant discussions over both the extent and types of contractor support provided to U.S. armed forces. However, the intent of this article is not to address the on-going policy discussions but to provide practical tips for maximizing Contingency Contracting Officers (CCOs)
SSgt Joseph Magbitang negotiates terms and conditions with a Kuwaiti contractor to obtain cell phone service for Ahmed Al Jaber Air Base and Ali Al Salem Air Base while assigned to the 332d Expeditionary Contracting Squadron in support of Operation IRAQI FREEDOM.
Top Photo: A Kyrgyz vendor at Komfort Market in Bishkek, Kyrgyzstan, looks on as SSgt John Fife (left) and interpreter discuss the purchase of cut-out drill bits for Ganci Air Base's 376th Expeditionary Civil Engineer Squadron (USAF photo by SrA Ashley Center)
support given the current state of affairs. The tips are based on observations in support of Operation IRAQI FREEDOM.
T I P 1 : TA K E
M E N T S C L E A R LY.
provide yet another example. Although a seemingly low priority item, printer cartridges rise to the top of the priority list when requested by Operations Support Squadrons (OSS) for use in printing mission planning maps and other documents for aircrews. In short, it may not always be patently obvious to those outside your organization how critical an item is to the mission. It is much easier to help the CCO understand the situation up front. If priorities are fluid, periodic status meetings between you and the CCO may be beneficial to provide a continuous review of open requirements and relative priorities.
The adage that “if you want it bad, you will get it bad” applies. Requirements definition represents a critical step in obtaining the goods or services your unit needs. For instance, a purchase request, commonly referred to as a Form 9, for a “concrete saw” by itself would be considered inadequate since concrete saws can range from small T I P 3 : K E E P E X P E C TA handheld saws to large indusTIONS REALISTIC AND trial trailer mounted saws. A IDENTIFY REQUIREMENTS better description would E A R LY. include a manufacturer name, SSgt Wayne Schenk watches over local Iraqi workers as they unload model number, and any other Post-Cold War deployments have bags of concrete from a truck. Third-country nationals and local nationsalient characteristics. An occurred largely along the arc of als make up a large percentage of the workforce used for construction projects and day-to-day jobs. (USAF photo by SSgt Chad Chisholm) even better solution would be instability in Southwest Asia and to attach a catalog page or Northern Africa where many of internet printout, if available, the regions lack mature to the purchase request. CCOs frequently deploy with a vari- economies. The same level of quality (e.g. level of service, ety of industrial supply catalogs for just this purpose. Taking price, technical standards, and schedule) cannot always be the time to properly define requirements up front can prevent readily obtained on the local economies in which CCOs opercostly delays associated with reprocurement. ate. This is particularly true for items with significant levels of technical differentiation (e.g. computer equipment) and can T I P 2 : C O N V E Y M I S S I O N I M P A C T I N S U F F I - even apply to generic commodities when significantly large C I E N T D E TA I L T O A L L O W P R I O R I T I Z AT I O N . quantities are sought. Cultural differences and geographic conRequirements review boards at deployed locations represent siderations tend to exacerbate the challenge. For instance, in the exception rather than the norm. It is more typical for the case of commercial cellular telephone service, deployed CCOs to exercise individual judgment in prioritizing require- locations are often in remote areas away from large population ments. Therefore, it is important for the item’s mission impact centers where local foreign contractors cell phone infrastructo be conveyed to the CCO via the purchase request or by ture may be nonexistent or inadequate to support the other means. For instance, sweeper truck parts seem like an deployed sites thereby requiring the CCO to work with a local innocuous, routine requirement (i.e. road cleaning) that provider to encourage infrastructure build-up leading toward would be assigned a relatively low priority. However, the pri- improved signal strength and increased network capacity. This ority level soars if the sweepers are used as part of flight line foreign object damage prevention efforts. Printer cartridges
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deployed locations represents a long-term procure trash removal solution though exacerand custodial services bated by cultural differfrom local foreign ences such as time. contractors (imporMany cultures do not tant but not mission view time in specific, essential). In heightstructured terms; ened security posinstead adopting a nontures, these contractor structured approach personnel may not be that can send permitted on base. In Americans, in general, this scenario, one and military commandpotential solution ers, in particular, into BALAD AIR BASE, Iraq -- SrA Alfonso Santos organizes a group of workers while they in might be to seek an culture shock when tryprocess. (USAF photo by TSgt Robert Jensen) agreement from the ing to resolve time sencontractor to store all sitive issues. Therefore, requirements should always be identified as early as possi- necessary heavy equipment and 45-days of custodial supble since the CCO may have no alternative other than to plies on base and substitute Government labor for contracsource some items from outside the Area of Responsibility tor labor. At many deployed locations, foreign contractors (AOR) or work with local foreign contractors to solve are escorted by U.S. troops while on base in the course of contract performance (commonly referred to as Third long-term support issues. Country National escorts). The TCN escorts observe all T I P 4 : K N O W W H A T S U P P O R T Y O U R U N I T foreign contractors’ work for security purposes. Therefore, R E C E I V E S F R O M U . S . A N D F O R E I G N C O N - TCN escorts potentially become a ready manpower pool in T R A C T O R S A N D D E V E L O P A C O N T I N G E N C Y such situations due to their availability and task familiarity gained through observing the foreign contractors’ perPLAN FOR INTERRUPTION OF SERVICES. Department of Defense systems support contractors provid- formance. Whatever contingency plan is adopted, be sure ing mission essential services typically will have been iden- to involve the CCO in the planning. tified and designated by the cognizant contracting authority and commander prior to entering the AOR. With this designation, contracts typically contain deployment requirements for contractor employees such as inoculations, protective equipment, weapons requirements, country and theater clearances, next of kin notification, etc. In addition, DoD Instruction 3020.37 levies several requirements on Component Commanders to include the responsibility for developing a contingency plan should the mission essential services be interrupted. Once again, these issues should have already been addressed for you. However, all leaders should know what support they derive from contractors. The policy also provides a useful framework to consider contingency plans for interruption of important but non-mission essential services typically provided by local foreign contractors. For instance, many 36
T I P 5 : T R A I N H O W Y O U F I G H T, F I G H T H O W YOU TRAIN The military mantra “Train How You Fight, Fight How You Train” should be kept in mind with respect to contingency contracting operations as well. Sufficient legal authority exists to fulfill mission requirements without adopting a “Wild West” mentality and stepping outside the legal bounds established by the United States Congress. Contingency contracting officers already have significant legal authorities to rapidly fulfill mission critical needs such as limiting competition requirements, obtaining oral instead of written quotes, and using undefinitized contract actions to name a few. For instance, if you are the Civil Engineering Squadron Commander building a taxiway required prior to the start of impending hostilities, the
unusual and compelling urgency requirements set forth in the Commander. The importance of involving CCOs early 10 U.S.C. 2304(c)(2) for limiting full and open competi- in the deployment process, to some extent, is becoming tion probably apply (i.e. the unusual and compelling need institutionalized in professional military education. precludes full and open competition and delay in award Colonel Gene N. Patton, former Group Commander in would result in serious injury, financial or other, to the Tuzla, Bosnia-Herzegovina, acknowledged in an Air Government). However, if the commander requests use of Command and Staff College article entitled “Deployed the same legal authority to expedite the purchase of new Commander’s Comments,” the force multiplying role of carpet for the Civil Engineering Squadron, then the case CCOs when he stated “Take a contracting officer and/or becomes harder, if not impossible, to make. Each case is NCO and money with you on the first aircraft. Leave the unique and requires justification by the CCO and the cus- chaplain behind, but get your [contracting officer] in place tomer. Requirements validation is another common area with you. This one person is the key to early success.” The ripe for abuse.. The Wing Commander will establish pur- reason is simple. In general, CCOs can provide extensive chase request approval authority levels for his or her construction, services, and commodity support to deployed Group and Squadron Commanders. Keep in mind that commanders to include such key requirements as construcCCOs primarily ensure goods tion of taxiways, runways, muniand services are purchased tions storage facilities, fuel farms, “I don’t ever, ever, ever want to hear the with a sound business and dormitories; leasing of heavy term logistics tail again. If our aircraft, approach consistent with U.S. construction equipment, sport missiles, and weapons are the teeth of our law, but it is largely the utility vehicles, passenger vehimilitary might, then logistics is the musresponsibility of the individcles, contract quarters; procuring ual approving the purchase items such as taxiway lights, botcle, tendons, and sinews that make the request to make certain only tled water, food services, custodial teeth bite down and hold on—logistics is legitimate needs are approved and trash removal services. It the jawbone! Hear that? The JAWfor purchase. If special cirshould be evident now that CCOs BONE!” cumstances surround a purcan fulfill extensive mission —Lt Gen (ret) Leo Marquez, former chase, ensure adequate docurequirements. However, CCOs Deputy Chief of Staff for Logistics and mentation is accomplished to tend to be high demand-low denEngineering. provide continuity when you sity assets making their early rotate back home. It just deployment and involvement key might also prevent a visit to preventing unnecessary backfrom auditors who, incidentally, will not be under the same logs in logistics support. pressure you were in the deployed environment. The demands on today’s military logisticians are greater than at any other time in military history, and their ability T I P 6 : K N O W W H A T C C O S B R I N G T O T H E to outpace those demands will continue to serve as a deciF I G H T B Y S E E K I N G E A R LY I N V O L V E M E N T. sive factor in the successful outcome of U.S. military operCCOs possess the ability to translate U.S. and foreign ations. By understanding what a CCO brings to the fight industrial ingenuity into a wide array of military capabili- and getting them involved early, they just may be able to ties to improve both mission effectiveness and quality of help you avoid an unnecessary case of logistics lockjaw. life in the deployed environment. By involving CCOs early in the process, to include pre-deployment exercises, Captain Tommy Gates is a Logistics Career Broadening planning, and as members of an ADVON or Site Survey Officer. His current rotation is in the 402 AMXG, C-5 Team, many of the previously mentioned challenges can PDM Branch, Warner Robins Air Logistics Center. K be avoided and the CCO will be better situated to advise
Incirlik’s New Mission Cargo Hub Ops Transfer to Turkey
Submitted by Maj Todd Cheney and Capt Paul Cornwell The gateway to the CENTCOM AOR is Incirlik Air Base, Turkey. No one can maintain that gateway quite like the men and women of the 39th Air Base Wing—we are proud of what we do for the combat Airman, Soldier, Sailor, and Marine. Our mission statement is “To Provide a World Class Forward Operating Base Capable of Supporting Full Spectrum Operations.” This statement sums up what we are all about these days. For approximately 12 years, Incirlik supported primarily fighter aircraft, along with a nuclear surety mission. Since the completion of Operation NORTHERN WATCH, Incirlik has taken on a new look and a new mission. Every time a Wing goes through this type of change, lessons are learned and hopefully don’t have to relearn the lessons of the past. In May 2005, we were supporting a deployment of KC-135 conducting refueling missions for Operations ENDURING FREEDOM and IRAQI FREEDOM (OEF/OIF) as well as providing support for the surety mission, when we received notification that Incirlik could be absorbing the cargo hub operation as a result of the Rhein-Main Air Base closure. Naturally, the loggies at Incirlik Air Base were very excited. This was one challenge that would test our planning and execution skills yet again. 38
We went through three main processes to become fully operational today…moving cargo down range in support of our comrades in harm’s way. We began with an initial planning phase, a “real deal” planning phase, and an adjustment phase. Before proceeding, this is a brief explanation of the actual mission. The concept to move cargo hub operations out of Rhein-Main AB to Incirlik AB was proposed several months ago. The hub at Rhein-Main AB received commercial B747s and DC-10s with cargo destined for OEF/OIF. Rhein-Main AB transloaded the cargo to C-17s which would deliver the cargo down range. By moving the cargo hub to Incirlik the Air Force gained several benefits, most notably an increase in efficient use of Air Force’s premier airlift aircraft, the C-17. With hub operations so close to the fight, C-17s can now fly twice into the AOR in one day, with a net reduction of four aircraft from the RheinMain operations, thereby freeing those assets to be utilized elsewhere. Furthermore, the C-17s would be able to reach more destinations without refueling in Iraq. Additionally, it reduced the number of land convoys moving cargo and fuel throughout Iraq, thereby significantly reducing the exposure of convoy personnel to hostile fire. Unlike some USAFE bases in Germany Incirlik was not hampered with constraints on operational hours associated with noise
reduction requirements. The cargo hub runs 24 hours-a-day, 7 days-a-week. At Incirlik’s hub, we planned to receive three B747s (42 pallet spaces each) each day and to generate a four-turn-four C-17 schedule (17 pallet spaces each for planning) for a total of eight C-17 sorties flying into the area of operations.. This equates to 126 pallets arriving and sending 136 pallets down range daily. This sounds easy enough, so let’s get to the planning. The preliminary planning began in Fall 2004, after an initial “heads-up” that diplomatic efforts were underway to make this change of venue a reality. The 39th ABW activated a Future Operations Working Group, chaired by the Installation Deployment Officer, with active participants from the ABW, 728th Air Mobility Squadron, and 385th Air Expeditionary Group. Despite limited details, our planners did their best to assemble a plan with sketchy data. At the same time, the base was recovering from a successful Unit Compliance Inspection (UCI) and preparing for a Nuclear Surety Inspection (NSI). Needless to say, this stretched our focus a bit while we balanced priorities. Additional manpower requirements quickly rose to the top of the priorities, along with the overall supportability. For manpower, the primary focus was on Security Forces to protect the additional aircraft on the ramp. We also mapped out basic ideas for pallet yards, billeting, vehicle support, etc, but we still didn’t have enough detail to clinch all the planning for the requirements. Before we knew it, the change of location for the cargo hub was put on hold by the diplomatic front. The wing continued on with correcting the findings from its UCI and successfully survived the NSI, with the cargo hub sitting in the back of our minds. With little notice, we got the call that the cargo hub would
D AY ’ S W O R K
Submitted by 1Lt Ryan Elliott Since Team Incirlik opened the cargo hub for business on 1 June 2005 in support of Operation IRAQI FREEDOM, workload has increased more than 3000% and over 38,000 tons of cargo has been delivered to downrange destinations on over 1,150 C-17 combat missions in the first four and a half months of operations. The cargo hub lends C-17s line up on the ramp at Incirlik. (USAF photo) efficiency to the Defense Transportation System by basing aircraft much closer to the AOR and freeing aircraft to perform other worldwide airlift priorities. Today, six aircraft perform what previously took 10 aircraft to do. Additionally, the cargo hub directly supports the warfighters in Iraq via truck convoy mitigation and increasing vehicle armoring efforts in theater. By increasing direct airlift to remote airfields and reducing the need for ground convoys, which are more susceptible to enemy attack, soldiers’ lives are being saved. According to Army Brigadier General Fontaine (1st Corps Support Commander), this airlift has reduced convoys on the road by an average of 42 per month (Source: AF Times). Also, the flow of vehicle armor has helped to alleviate casualties caused by Improvised Explosive Devices (IED). While IED attacks have increased by 100%, casualty rates have decreased significantly mainly due to up-armoring vehicles, Fontaine said. “Our Airmen, both permanent party and TDY, whether they’re Active Duty, Reservists or Guardsmen, are working long days away from their families every day to support Presidential initiatives aimed at promoting a free and democratic Iraq”. The Incirlik cargo hub is a true team effort, and working together the 39th ABW, 728th AMS and 385th AEG provide a thriving testament to Logistics in action. 1Lt Ryan K. Elliott, OIC, Aircraft Services, Incirlik AB, Turkey. firstname.lastname@example.org K
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Our issue for crash response was how much fire retardant we could bring to the fight. We had enough trucks to support the CAT 8 requirements, but to get us to a CAT 9 it would take either a plus-up of two P-19s or one T3000 fire trucks. There was debate over this issue as we The sun sets on another day at the Incirlik Cargo Hub. (USAF photo) weighed our current capability versus what we needed. In the end, the AF had We reenergized the Future Operations Working Group to P-19s available, while T-3000s are still in production. The pick-up the initial planning, and close the loop. This time immediate solution included one P-19 with a second slatfunding was everyone’s top concern. This may have been ed for delivery after it completes a depot overhaul. As we a symptom of timing, since our first planning took place waited for the delivery of the P-19, we had another logistiwhen everyone was receiving their budgets and the second cal issue to address—storage. round was when everyone was running out of funds. The major concern that arose was our Crash Recovery An established area for pallet storage was key to our planCapability. The Fire Department was capable of support- ning. We have a decent sized ramp, but parts of it are used ing a CAT 8 (KC-135 and smaller aircraft) level, but now by our host, the Turkish Air Force. We decided we could we were going to have B747s daily with the periodic C-5 not support the operation from one spot since we would in-bound, which would bring the requirement to a CAT 9 take up too much space in one location. We initially or possibly a CAT 10. This translated to a requirement for planned for 400 pallet spaces but elevated this to over 500 more fire trucks. The other key concern was the pallet pallet spaces, after discussions with HQ AMC functionals. storage yards. We had to ensure there would be enough This was an important planning piece, because it is not room to support the transload operations. We had many intuitively obvious. Remember the CONOPs…we should issues to work but the big three were budget, Fire be capable of pushing out 10 more pallets per day than we are receiving. We needed to consider the variables: i.e. Department support, and pallet yard storage. weather, aircraft availability, small loads for specific locaThe budget piece was an essential part of all our planning. tions, crew availability, etc; hence, the 500 additional palYou needed a vehicle to capture costs. The largest cost let spaces. So we prepared the pallet yards by designating impacted our Turkish Base maintenance contract. At an aircraft hardstand as the main pallet grid, plus identifyIncirlik, Civil Engineering is a contracted operation, and ing other areas on the flight line for positioning pallets… so is Vehicle Management. These are two of the areas that then we were ready to accept aircraft. would get hit hardest when this new mission fell under these contracted operations, therefore the contract would On 2 June 2005, operations began. We received four need reinforcement. The other action our comptroller B747s and pushed out eight C-17 sorties. Did you notice took was to attain a funding code for organizations to use the four B747s, whereas the plan called for three? A perwhen purchasing items specifically for this operation. This fect example of the old adage, “You need to plan for the unexpected.” This was the beginning of variations from enabled us to capture the costs.
ER: INCIRLIK’S NEW MISSION
move to Turkey. Diplomatic negotiations had come to fruition and AMC received the “green light” to move operations from RheinMain to Incirlik. We were excited and ready, but much of the planning and work was right in our faces now. We got the word in late April and the first aircraft would arrive on June 2nd.
Center came to the rescue by reducing the amount of inflow and producing an extra aircraft to help increase the outflow. Within a few days, we had reduced the number of pallets awaiting transload. The next issue was to find a space where we could store a large quantity of pallets in one area. Since there wasn’t existing space, we created a plan to meet the requirement. Of course, this requirement meant laying down concrete that would take time and planning. The loggies once again led the way by bringing the right folks to the planning table and the actual site to discuss and work out the details. The new pallet yard is now in design and we expect to
AEF Cycle 5 -- a timeline of AEF 5 & 6 Deployment.
the plan. The number of support personnel required would change a few times and we had to stay under a ceiling of 150 support personnel as dictated by the diplomatic agreement. Billeting requirements changed due to renovation issues. Our host nation’s perspective changed when they saw the magnitude of the supplies coming in and sitting on their ramp. Interestingly enough, pallet storage space became the focal point for adjustments. We had to reconsider things based on our host nation’s perception. After only a couple of weeks, the Turkish General Staff weighed in to clarify their understanding of the agreement. While we never thought putting pallets in cordoned off areas on the ramp would be a problem as long as it didn’t interfere with airfield operations, the Turkish General Staff pointed out this was a problem due to their customs laws. This meant we would have to trim our four designated pallet yards down to two, with a plan to trim it to one fencedin yard. Incirlik airmen from across the board went to work on this dilemma and as always… crafted solutions. Our first issue was to trim the number of pallet storage yards. We had approximately 520 spaces planned and approximately 450 pallets on the ground. By reducing our yards we would need to reduce our footprint down to 350 pallets on the ground. The AMC Tanker Airlift Control
break ground soon. While the 728th Air Mobility Squadron handles the bulk of the mission along with the 385th Air Expeditionary Group, the 39th ABW is not without its own share of the workload. In order to get the aircraft in the air the 39th Logistics Readiness Squadrons’ Fuels Management Flight is pumping approximately 9 million gallons of fuel per month, a 300% increase in refueling operations. The 39th Air Base Wing also furnishes base support for the deployed personnel to include vehicle support, billeting, intelligence, security and limited aircraft maintenance and munitions support. The result of the effort and planning has ensured over 60 thousand short tons of cargo has been delivered after only one month. The amazing feat is that the men and women of Team Incirlik stood-up the cargo hub in less than one month. Truly an Expeditionary Logistics marvel for the 21st century! Maj Todd M. Cheney is the Commander, 39th Logistics Readiness
Todd.Cheney@incirlik.af.mil Capt Paul S. Cornwell is an Operations Officer, 39th Logistics Readiness Squadron, Incirlik AB, Turkey. Paul.Cornwell@incirlik.af.mil K EXCEPTIONAL RELEASE
Just Another Day
SOUTHWEST ASIA -- The Combined Air Operations Center at a forward-deployed location is the "nerve center" for aerial missions for operations Iraqi Freedom and Enduring Freedom. CAOC officials also control humanitarian-relief missions in the Horn of Africa. (U.S. Air Force photo by Tech. Sgt. Demetrius Lester)
Submitted by Maj Don Tackett A couple of chirps of the alarm and I’m up at 0345. I quickly get into my PE gear and make my way to the nearest concrete barrier for some stretching. I’m not the spring chicken I use to be, so I’m glad I don’t have to walk that far. It’s the coolest part of the day, but my glasses fog up from the 90 degree/90% humidity blast when I open the door. Still the best time of the day to get a quick workout in. We’ve got it good here at Al-Udeid; the billets are hard, well air conditioned and we have decent mattresses to sleep on. The latrines are large and frequently cleaned. For some of us who got a chance to see some of the other bases in the AOR, we quickly realized how good we had it at the “Deid”. After a quick workout and a 3.5 mile run around the coalition compound perimeter road, I return soaking wet, make my way back to the room to get my gear for my 3 minute shower, dress and catch the 0500 bus to work. About 15 minutes later, I show up at the Security Forces guard shack and show them my badge (these folks always have a great attitude) and make it to my work trailer. It’s 0520 and so starts another day at the Combined Air Operations Center (CAOC); I The CAOC is the nerve center for air operations. With crews operating around the clock, CAOC officials plan, control and track all coalition missions throughout the region. (Photo by Royal Air Force Sgt. Gareth Davies)
work in A4 Forward Logistics, Maintenance side.
I’ve got one of the smallest staffs in the directorate—three very overworked SNCOs in my shop and I thank my lucky stars that each of them is dedicated, resourceful and highly professional. As I open the door to the cool trailer (for now—it will be pushing 95 degrees inside by midday), I find two of my crew hard at work building the Coalition Forces Air Component Commander (CFACC) brief. Actually, they’re The CAOC Melting Pot: The Central Air Forces Combined Air Operations Center is staffed by active-duty, Guard and creating four distinctly Reserve forces from all the U.S. services as well as coalition partners from the Royal Australian air force, Royal air force, New Zealand air force and Canadian air force and others. Service members work side by side planning and executing operdifferent briefing products ations. (USAF photo by SSgt Chyenne Griffin) to suit leaders at Air Staff and the various major commands to include Central Command (CENTCOM). Surveillance and Reconnaissance (ISR) assets—a favorite Since 0300, they’ve been pulling down 26 Maintenance of senior leadership. Operations Center (MOC) status boards and Situation As I walk into the somewhat large, warehouse-like strucReports (SITREPs) that provide maintenance status for ture, I’m always cognizant of its temporary feel. There’s a hundreds of CFACC-controlled aircraft spanning 13 counnew CAOC under construction somewhere in Ops Town tries throughout the AOR. The process is a mixture of (where the aircraft are), but completion is many months stubby-pencil accounting interlaced with high-tech into the future. As I enter, I’m once again impressed with Microsoft Excel and Power Point products containing the vast array of workstations, busy people and the “big thousands of layered links and algorithms. After a lot of board” with its maps and live aerial feeds. I begin to chase hard work, dozens of calls to MOCs/Production down the various liaison officers to chat about their Supervisors and a lengthy crosscheck with our supply weapon systems performance and current mission progress. gurus, the products will be ready for my review. But that’s I also make sure they know what I know on the logistics hours away as I start my morning routine. After going side. It helps them out because the CAOC director through the SIPR/NIPR net organizational/personal email expects them to know what’s going on in both the operaboxes and answering the hot items and adding to my totions and logistics side of the house. Armed to the teeth do list for the day, I take a hard look at the SITREPs. In with my very perishable information, it’s back to my trailthis type of job, it’s easy to run astray with a never-ending er, maybe making a quick pit stop for a breakfast takeout number of priority taskers competing for your time, but as along the way. our boss always says, if we’re not working the warfighter’s concerns in the field, we’re failing. I also know we often Let me take a minute and talk about the chow. I honestly can’t always give them what they ask for, but most times can tell you that I never ate this good or as healthy as I we can get them what they need. This morning there are have here. Everything is always of the highest quality, no hot issues to engage on, so I make my way to the CAOC to get the lowdown on some of the Intelligence, Continued on next page... EXCEPTIONAL RELEASE
CAOC AT T H E
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reports, bumping them plentiful and the selecwith the latest MOC tion boggles the mind— reports to ensure they do a super job. they’re the most accuUnfortunately for some, rate and up-to-date doing a staff job coupled products our office can with all that great chow provide. I also have translated into lots of offsome time to open up duty time in the gym. the Maintenance Thankfully my team and Recovery Team I struck the right balance ( M RT ) / e q u i p m e n t quickly. After several tracking log and intersecure telephone calls face with my new best back at my desk, I comfriends over on the plete my notes and end transportation side of my quest for ISR status. the house to see where The guys are still poundthat engine, tool kit, ing away on the briefs AL UDEID AIR BASE, Qatar -- 1Lt Steven Thomas works closely with local contractors. or tester is in the and I ask if they need Expeditionary Village is being built to house at least 5,500 airmen at two per room. transportation system. help—”no thanks” is the Besides living quarters, construction projects include a new gymnasium, theater, chapel and Base Exchange with other amenities. (USAF photo by MSgt John E. Lasky) Transportation opporusual answer, although tunities are at a premiwe do take a few minutes um throughout the to discuss some of the more nebulous maintenance status that we get. Fortunately AOR and we’ve got to be careful where and how we move we all have a good mix of big and little aircraft experience, things and be vigilant in following up. The stack of briefso usually we can make that intuitive leap to get the “Paul ings hit my desk…time for the last cup of coffee and some serious concentration. Harvey” on what’s going on. A note about maintainers and deployed logistics staff…supply, log planners and transportation folks deploy and usually perform tasks that they do regularly at home station—not so with maintainers. Out of my staff of three, two are crew chiefs and my senior is an engine troop. Give any one of these guys a radio and a fleet of aircraft to fix and they’ll shake the foundations of the world without trepidation. Give them a PowerPoint presentation to build with 2,000 links, a messed up cell algorithm and a deadline, and you’ll see a bead of sweat on their brows and maybe just a flash of fear in their eyes. What these guys are doing isn’t what they’re trained to do, but with raw determination and mission focus, they quickly spin up to get the job done. Shortly before the briefs are ready for review, I update and analyze the AOR’s avionics pod and engine/propeller status
These guys are all over it, so just a couple of minor tweaks and some clarifications/updates on the ISR assets. I perform my trend analysis on our key and high-vis aircraft engine and propeller assets to let the boss know which way the fleet’s heading. With one last check of the email to ensure I got the very latest, it’s time to brief the A4 Director. The brief goes well with just some minor followups to research; time is short, so we quickly get him what he needs and off he goes to brief the Deputy CFACC. He returns about 45 minutes later, sometimes with a couple of research projects as a result of the meeting—nothing today. CENTAF A4 Main will be calling in about an hour requiring the latest aircraft status, Estimated Time In Completion (ETIC) bumps, stories behind the breaks, ground incidents, battle damage and crashes. They use our products to prepare their CFACC brief at Shaw AFB, so
we scramble to make sure they get accurate, timely information. So ends the routine part of our day. After lunch, we get a call from one of our C-130 outfits requesting assistance in sourcing and expediting an avionics tester—their only one just broke. We get lucky and not only find one another unit can spare, but there’s a flight leaving this evening heading that way. We task the donor unit but discover the next day that something got lost in the translation and the technician hand carrying the equipment didn’t make the flight. The requesting unit had counted on that aircraft being Fully Mission Capable (FMC) that evening and now they have two missed Air Tasking Orders (ATOs) as a result. Not good…situations like these make me realize how critical communication is and how incredibly high the ops tempo is. We’ve got to do better. The rest of the afternoon and evening varies widely. My AOR engine and propeller manager comes in midday and we sit down and strategize the best placement of these ohso-critical, high-failure assets. One of our on-going base closure projects needs some attention today, so I’m off to A1 and A3 to tweak the maintenance manpower and quantify the impact of limited ramp space on aircraft sortie generation. On a high note, my Senior discovered he had a highly qualified aircraft expert TDY to the reception base and asks him for a favor. Presto…an instant site survey is performed for the inbound unit without them having to lose key personnel from their ATO support effort. On a low note, I get word that the LOX cart that I orchestrated a Joint Movement Request with CENTCOM and had dedicated airlift for didn’t make the flight to Africa and no one knows where it is. I grab one of the transporters and rush down to search several of the holding yards—no luck. Without this cart, a unit’s aircraft will ground after four more sorties. After several phone calls, we discover it didn’t move from the TMO warehouse to the ATOC yard because of bobtail problems. We get the cart processed fast and get with CAOC’s Air Mobility Division to beg for some space on the next flight. They come through for us and the LOX cart will make it to Africa the next morning—no missed ATOs! I make sure I thank the folks that bent over backwards to make this happen. Now it’s time to make sure my nightshift counter-
part has what he needs to deal with any dangling issues. It’s amazing how much your mind can unwind on a 15 minute bus ride. I go over the events of the day, the good, bad and not so bad. I look at my mistakes, beat myself up a few times and make sure I both remember and learn from them. I try not to dwell too much on the negatives. Although I’m a competent staffer, it’s not something I would choose to do, nor was it what I expected to do when I deployed. In my heart I was hoping to be with a unit on the “frontline,” on the flight line perhaps leading the charge to generate sorties under austere conditions. If you’re going to deploy, why not have a few war stories to tell to boot? With my fellow Airmen up range routinely experiencing rocket attacks, dragging around body armor and weapons everywhere they go, suffering under 140 degree heat on the flightline, it’s downright selfish to pursue this line of thought. The bottom line is this is what the Air Force needs me to do on this tour. It may not be as glamorous as some jobs out here, but we help the decision makers make better decisions and the warfighters support the ATO everyday. We’re needed here and are making a difference every day. It’s my bus stop. On the way back to my billet, I stop at the media center to make one of my morale calls—all is well at the homestead. My wife has got the kids and our affairs well in hand as usual. I pick up my laundry and do a shelf-check at the BX before retiring for the evening. The facilities and services far exceed any of my expectations and maybe I feel just a tad guilty for being so blessed. Nevertheless, I take a minute to count my blessings—it’s important to do this…often! My boss, my NCOs and all the other people I work with are terrific. I’ve got it good and I know it; instead of feeling guilty, I need to be thankful. I read and finish off that movie I started three days ago. It’s 2145 and I check to ensure the alarm is set—0345 comes quick. So ends an average day of a CAOC staffer. Where did the time go? Major Don Tackett is the 100 Maintenance Operations Squadron Commander stationed at RAF Mildenhall, United Kingdom. He was the CENTAF A4 Forward Director of Maintenance during AEF 5/6. K EXCEPTIONAL RELEASE
CGO Corner FINANCIAL MANAGEMENT AND BUDGETING FOR SUCCESS
With the end of fiscal year behind us, the CGO Corner thought it appropriate to cover a subject that hits home for most CGO’s: the unit/flight budget. For many of us, the Air Force is the first opportunity that we’re given to manage “checkbooks” that are not our own. While our biggest concern in college may have been whether or not we had enough in our wallets for that
1Lt Jared Eros
next box of Top Ramen, we’re now accountable for making purchase and management decisions spanning from hundreds to even millions of dollars. As CGO’s it is our duty to spend this money responsibly, but how do we ensure this happens? How do we make the most of ever shrinking squadron/flight budgets while meeting the mission and taking care of the troops at the same time? Here are few good suggestions the CGO Corner has compiled for maximizing your mission with a minimized budget. 1. GET
LISTS” AND PRIORITIZE ACCORDINGLY
– Wish lists refer to everything that your unit/flight
would like to have to make their jobs easier or improve quality of life. Each shop can compile and prioritize their wish lists, and a meeting can be held with respective flight chiefs for overall prioritization. A “nice to have” and a “must have” are completely different categories and it’s important to make the designation between the two when assembling your final list. Ensure that you’re provided source and contact information for each item on the wish list so if money falls your way at the end of the fiscal year, you’re ready to execute! 2. IF
POSSIBLE, TRY FOR A CENTRALIZED AND MONITORED OFFICE SUPPLY POINT
– Office supplies can get
expensive if not managed properly. Sometimes when troops take or request office supplies, they may take a little extra just in case they use them faster than anticipated. You might be surprised how many times your unit/flight has reordered something only to find these “just-in-case” office supplies spread throughout six or seven different desks. While it does require a lot more work, monitoring office supplies consumption can save you thousands of dollars a year. 3. KNOW
THE FINANCIAL PROCESSES AND HOW TO GET YOUR HANDS ON MONEY WHEN YOU NEED IT
budget and fiscal year cycle is pretty straight forward when it comes to spending and receiving budget allocations. But did you know that you also have the opportunity to submit an unfunded list to your base/wing/MAJCOM for prioritization? There are many avenues and opportunities to get your projects funded and it’s vital for you to know what these processes are and when they begin. Find a friend in Finance; it’s amazing how much you can get done once you know the processes. In this post-9/11 era, safety and security-related issues tend to receive more priority than those that are not. Use this to your advantage if indeed a security or safety concern exists. 4. ALWAYS
LOOK FOR WAYS TO CUT COSTS AND GET YOUR TROOPS INVOLVED IN THE PROCESS
– How many
times have you asked yourself: Is there a way I can do this better or without it costing so much money? Better
yet, how many times have your troops asked themselves this question? Saving money starts at the lowest level, and it’s the troops that are doing the work every day that usually have the greatest ideas about how a process can be improved or as costly. The AF IDEA program is one way for your troops to get awarded monetarily for their creativity, but there are also ways you can reward your troops for saving money such as oneday passes, monthly recognition ceremonies, or quarterly and annual awards boards. Reward your troops for their ingenuity; they’ll appreciate it and reward you in return. 5. SPEND
IT LIKE IT’S COMING OUT OF YOUR POCKET AND SPEND ONLY WHEN NECESSARY
– This may be a bad
suggestion for those that are liberal in their spending habits, but most of you probably spend and save your money in an attentive and conservative manner. This should be no different for spending government money. Ask yourself: If this money were coming out of my pocket, would I make the same decision to purchase the item, or would I look for something more economical? Do I even need to buy this item at all? At my last base, we were buying a whole new set of uniforms for each Airman that came into the unit without really asking if they needed every uniform item that was purchased. The cost savings from spending only what was needed ended up being in the thousands. 6. SUITABLE SUBS – When you care enough to send the next best – Naturally, we want our troops to have the
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best equipment available to perform their everyday duties. Sometimes however, the money isn’t there to buy the best and when this happens, it’s our job to search out the best and most economical substitute we can find. Note how important the equipment is to performing the task at hand, balance it with how much you are able to spend on the equipment, and find a middle ground where form and function meet price and value. 7. COLORS
MONEY – Contrary to popular belief, the only color of money is not green. In the DoD, we have
different designations for how money is allocated to budgets. For example, 3080 is for Procurement while 3400 is for Operations and Maintenance. War Reserve Material (WRM) also has its own budget authority code. Know what you have, what you can spend it on, and when it must be spent. 8. BE
FLEXIBLE IN YOUR SPENDING, BUT DO YOUR BEST TO STAY ON BUDGET
– Your unit/flight budget should
be a living and breathing document. In an Air Force where change is the only constant, unexpected costs and cost savings will inevitably arise throughout the fiscal year. Make sure your budget is flexible and know where in the budget you can cut costs or reallocate elsewhere. Monitor your budget closely, do your best to stay on spending targets to avoid careless EOY spending, and always look for ways to get the most out of the money allocated to you. While these suggestions may not solve all of your fiscal issues, hopefully they will give you a few ideas about how to make the most of your squadron/flight budget. Ultimately, as first-line supervisors it will be our duty to make sure the money that we’re trusted with is spent properly. Our commanders depend on us, our troops depend on us, and the American taxpayers depend on us. Next Issue: Force Shaping: Preparing for the Road Ahead 1Lt Jared Eros is an Integrated Logistics Support Manager for the Satellite Launch and Control Program Office at Los Angeles AFB, CA. K 48
Chapter Crosstalk AIR-BRIDGE CHAPTER - DOVER AFB, DE Submitted by Maj Ray Briggs Dover Maintenance Group Show Off “Lean” For Logistics Board of Advisors
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The Director of Air Force Installations and Logistics, Lieutenant General Wetekam, and 15 other distinguished visitors representing every Major Command’s Directorate of Logistics descended on Dover AFB for the Logistics Board of Advisors conference (Log BOA). The IL chose Dover for the Log BOA to see base-level Lean in action; Lean is a program to banish waste and improve productivity within an organization. The showcase Lean presentation was in the C-5 Isochronal Inspection hangar where Dover Lean experts blew away the DVs with their knowledge of Lean practices. The ISO presentations showed how Lean can be used as a mechanism to funnel good ideas up from workers at all levels, and how to get management to implement the ideas. The hour and a half tour stretched into almost two hours because the BOA crowd was fascinated by how many successes Dover’s had with Lean. These successes, plus the huge investment in training, have earned Dover the 2005 Department of Defense Lean Recognition Award. The Logistics Officers of the Air Bridge Chapter came together to turn a couple of conference rooms into a first class conference center and host a BOA Conference that the attendees will not soon forget.
ALAMO CHAPTER – SAN ANTONIO, TX Submitted by Capt John C. Lofton III Alamo Chapter: Host of the 2006 LOA National Conference!! The Alamo Chapter elected new officers in October. The task at hand is following the Warner Robins Chapter’s National LOA Conference. The Alamo Chapter is meeting the challenge head on. The Conference committee holds meetings every Wednesday at 1000 in the AETC LG building. The year, the chapter will conduct tours that will further the effectiveness and efficiency of hosting the 2006 Conference. The tours will allow CGOs, FGOs and civilian Logisticians the opportunity for pointed cross talk and mentoring. On 7 December, the chapter will host a luncheon with Brig Gen Gillett, Director of Maintenance, AF/IL.
CAPITAL CHAPTER – WASHINGTON, DC Submitted by Lt Col Joe Diana LOA Capital Chapter Will Host the 2007 LOA National Conference!! The Capital Chapter continues to proudly carry the banner as the largest chapter in LOA. The executive board has grown to include a Bolling AFB, Andrews AFB, and DLA rep to help represent our diverse and geographically dispersed members. We plan to add a civilian and contractor member to the board as well. Our last “Last Friday” tradition is gaining momentum. Gathering begins at 1600 in corridor 4B250 of the Pentagon. National LOA members TDY to the Pentagon are always welcome to stop by. Beverages and light snacks are provided.
Our upcoming events promise to be exciting and varied. On 16 Nov we will tour Air Force Two and then host a Contractor Logistics Support discussion panel at the Andrews Club. In Dec we plan to tour the White House and in January we are headed to the Stephen Udvar-Hazy Air Museum. For more information on the chapter please visit our chapter web page or email email@example.com.
CROSSROADS CHAPTER – TINKER AFB, OK Submitted by Col Mark Rodriguez A big “Howdy” from Oklahoma City’s Crossroads Chapter! Our newly elected officers began planning an aggressive agenda and setting goals the moment they stepped in. Our new Chapter Advisor, Colonel Jim Hannon and our leadership “A-Team” are determined to make the Crossroads Chapter #1 in 2006! Our 2005 membership is just above 230 strong, second only to the Capital Chapter. We embark on our goal of “300 members” with a membership drive, and chili cook-off in December. Upcoming chapter events will feature a mix of industry visits and sports outings for members and families. Highlights include trips to Oklahoma City’s VA Hospital, the General Motors plant, and the Lockheed Martin Joint Strike Fighter facility. Over twenty chapter members made the trip to LOA Conference 2005. Oklahoma City Air Logistics Center is at the core of many of this year’s conference topics, including Lean and Enterprise Transformation. Crossroads members are making the AFMC mission happen everyday, providing first-class support to our Warfighters! The Crossroads Chapter is made up of military and civilian logisticians from across the Tinker AFB enterprise. We’ve created some new staff positions this year, adding Events, Webmaster, and Marketing Officers. It’s going to be a terrific year of professional development, mentoring, and activities!
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Members of the Crossroads Chapter visit with Lt Gen Retired Leo Marquez at LOA Atlanta. (USAF photo by Capt Patrick Hawkins)
Capt Doug Dodge of the Crossroads LOA Chapter visits with a Vietnam Veteran at the OKC Veterans Hospital on Veteran’s Day. (USAF photo by Marta Hannon) EXCEPTIONAL RELEASE
DESERT LIGHTNING CHAPTER – DAVIS-MONTHAN AFB, AZ Submitted by 2Lt Mike Low The Desert Lightning Chapter at Davis-Monthan AFB, AZ is wrapping up 2005 with some exciting events and great accomplishments.
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Fourteen members experienced AFSOC airpower firsthand when they flew to the 2005 National LOA Convention in Atlanta, GA, in an HC-130, courtesy of the 79th Rescue Squadron. They needed the airlift to Desert Lightning LOA Members after arrival on the Dobbins flightline with the HC-130 haul away the awards they received as they came away aircrew. (USAF photo by Lt Michael Low) from the conference big winners, taking the James L. Hass Award for Small Chapter of the Year and the Maj Gen Mary L. Saunders Chapter Distinguished Service Award, presented to our previous Chapter President, Lt Col Deb Meserve. We recently joined forces with Davis-Monthan’s Company Grade Officer Council to host a Halloween Costume Party. Our combined efforts made it a great success and it is sure to become an annual tradition. Coming up on our Desert Lightning LOA events calendar in November is a trip to the Raytheon Missile Systems facility in Tucson to view their Lean Manufacturing and Supply Chain Management processes. Finally, in December, we’ll be hosting our 1st Annual LOA Golf Tournament. We’ll hand out some great prizes while we raise money to start a new Desert Lightning LOA Scholarship Program. Desert Lightning Strikes!
RAINIER CHAPTER – MCCHORD AFB, WA Submitted by Lt Mary Lent Greetings from the great Northwest! It’s been a year of highs for McChord AFB thanks in part to many of the Rainier Chapter logisticians. In June, the base hosted AMC RODEO 2005, where we took home 11 trophies including “Best C-17 Maintenance Team” to the 62nd Airlift Wing and “Best C-17 Wing” for the 446th Airlift Wing. Both 62d AMXS and MXS, as well as 446th AMXS and MXS, captured AMC’s Maintenance Effectiveness Awards in their respective categories. Also for the third year running, McChord is a finalist for the AMC Daedalian Award and look forward to hosting the AMC/A4 staff for our site visit in early November. Additionally, we’re immensely proud of our Wheel and Tire shop for bringing home the Chief of Staff Team Excellence Award for their LEAN initiative. The article documenting our process, entitled “Work Smarter, Not Harder,” was in the last ER edition. It’s been hit or miss for chapter activity, due to the flurry of events and deployments of the executive members. We held elections in July and anticipate a great year from our new staff. We’re set up to tour Boeing’s facilities for LEAN processes in Supply Chain Management. It should be an enlightening event. We’re also initiating a local scholarship program, logistics library, and CGO cross-mentoring program. Kudos to the Middle Georgia Chapter for hosting a great conference this year! For the second year running, the Rainier
Chapter had a national scholarship winner, SSgt Henry Gonzalez, 62d MXS. We hope to keep the tradition going next year in San Antonio. See you there!
RAZORBACK CHAPTER – LITTLE ROCK AFB, AR Submitted by Maj Dan Lockert The Razorback Chapter experienced phenomenal growth this past year. One of our goals going was to increase local chapter membership by 20% and have at least 50% of our member registered nationally. We achieved both – increased local membership by 25% and 85% of our chapter are registered nationally. We developed a better Total Force relationship between our Active Duty and Air National Guard logisticians as well as participated in various “career broadening” trips. We visited the Little Rock Port Authority and saw first hand how the free trade zone worked as well as viewed the transportation pipeline from a ship / barge perspective. Furthermore, we heard briefings from the different logistical functional areas on the base – how the ANG fits into the Total Force picture; JCS project codes and how they affect our parts availability in a training environment; IDO and the mobility machine; took a tour of the POL lab and fuel systems repair facility. Despite our busy schedule, we still had time to support our local community with many different projects.
WARRIORS OF THE NORTH CHAPTER – MINOT AFB, ND Submitted by Capt Chris Boring At every turn chapter logistics officers are leading from the front. First, the 5 BW maintainers and loggies teamed-up to provide exceptional B-52 OEF support achieving a 100 percent B-52 launch rate for over four months! After returning to Minot AFB, we rapidly reconstituted our Airmen and aircraft to set the highest B-52 MC rate ever on record at ACC—unheard of on a 40 year old aircraft. Additionally, ACC recognized both 5 AMXS and 5 MUNS as ACC Maintenance Effectiveness Award winners. To top this off, Capt Randy Schwinler garnered the Chapter Distinguished Service Award at this year’s LOA conference and Capt Chris Boring was named 40 AEG CGO of AEF 7/8 while deployed. As we brace for winter’s bark, the chapter is pushing to the next level. Our new board has created a LOA Vector which outlines our path over the next year to include initiates on 6S/Lean, logistics education, visible leadership, and teamwork. Finally, our freshly inked franchise approval for the LOA tankards will help boost our chapter—be sure to pick one up and show your LOA spirit! Continued on next page...
A1C Jonathan Hewitt shaves Capt Chris Boring’s hair after his team launched every sortie at the B-52 FOL, both were assigned to the 40 EMXS. (USAF photo by Capt Chris Boring)
WASATCH WARRIORS CHAPTER – HILL AFB, UT Submitted by Capt John Tran The Wasatch Warriors Chapter has wrapped up another amazing quarter, with a better one yet to come! The past few months, the chapter has seen a number of activities, including: A tour of one of our tenant units, the 388th MXG. Approximately 35 members from the chapter attended the National LOA conference at Atlanta, GA. All agreed, it was one of the best ones yet! In October, we had the distinct pleasure of receiving a briefing from 84 CSW director, Mr. Ernie Parada. We also received briefings from the 388 MXG/CC and 75 MXG/CC. We helped the Hill Museum with its annual Food for Life day. Our chapter had the rare treat of having breakfast with Lt Gen (ret) Leo Marquez, hearing his thoughts on the future of logistics and his vision for the future development of LOA. We’ve coordinated a chapter tour of the F/A-22 and the 649th CLSS. On Veteran’s Day, we will have a ceremony and dinner with a local retirement home to celebrate the service of several residents who are war veterans or spouses of war veterans. In December, members from the DP office will brief our chapter on the latest developments of the NSPS personnel system, programmed to replace the current civilian personnel database. Lastly, we’ve invited our regional neigh-
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bor chapters—the Blackjack Chapter from Nellis and the Gunfighter Chapter from Mt. Home, to visit us to facilitate the cross exchanging of ideas and to further expose them to ALC and solicit their warfighter perspective on what else we can do to improve support. We extend this invite to any chapter. We always look forward to input from the warfighters that we support.
WRIGHT BROTHERS CHAPTER – WRIGHT-PATTERSON AFB OH Submitted by Lt Col David M. Koch, Chapter President Calendar year 2005 continued to be shine brightly for our chapter! In August, we held our Second Annual Golf Scramble to raise funds for helping our young, dedicated logisticians with scholarships! Huge success and lots of fun — Two scholarships awarded to deserving and dedicated logisticians! In September, our LOA Chapter volunteered to help in the 9th Annual Air Force Marathon! We had loads
Our Chap Prez, Lt Col Koch & family supporting the AF Marathon! (USAF photo by Michael Zettler)
of fun at Station 7W (mile marker 6 and 20) cheering on 1000s of runners! Great job, team! We also were honored to host Brig Gen-Select Art Cameron at our September luncheon – great insight from a recent LOA national president who focused on people in local chapters as the cornerstone to past and future LOA successes! In October, of course one of chapter’s highlight events was joining our fellow loggies at the National LOA conference in Atlanta! Our chapter was well-represented – tremendous success and our hats off to our sister chapter at Robins! Well done! 54
Our winter 2005-2006 plans include a tour of the Air Force Research Laboratory (research supporting our frontline warfighters), a special guest (astronaut) whom will enlighten us on relevant logistics history lessons in space, and an up and close personal joint LOA & Society of Logistics Engineers luncheon with one of our own – Lt Gen Terry Gabreski! Stay tuned — greater events planned for 2006! Crew ready – hoorrah! Wright Bros & National LOA welcome our newest
Carlson. K Our Chapter tables at the LOA National conference! (USAF photo by David Koch)
Milestones MAJ CHRISTOPHER STIM WRITES: PCSd from the USAF Logistics Career Broadening Program, WR-ALC, Robins AFB, GA at the end of June 2005 and now serves as Chief, USAF Readiness Spares Policy, Operations Readiness Support Branch, Materiel Management Division, Directorate of Logistics Readiness, Deputy Chief of Staff for Installations and Logistics (HAF/ILGM).
MAJ TIMOTHY PETTIT WRITES: I just arrived at Ohio State University to study Logistics Management (PhD) in AFIT’s faculty pipeline program. You’ll all be amazed at the differences in commercial logistics! As BRAC reaffirmed AFIT’s mission, I hope to be in Ohio for several years to come! My contact info is up-todate on LOA’s website. I hope to see you all back in San Antonio for a great 2006 National Conference!!!
MAJ HAROLD BUGADO WRITES: Aloha, just arrived in Pearl Harbor as the Commander, Defense Energy Support Center-Middle Pacific from the 437 LRS/CC job at Charleston AFB, SC. Running into a lot of familiar faces already on the island like JD Duvall and Tom Trumbull. Good luck to all... Doug Bugado firstname.lastname@example.org.
COL LYNDON ANDERSON WRITES: Departed the warm sands of SWA for the serenity of Ohio to serve as the Chief, Depot Maintenance Programs Division on the AFMC staff.
COL (RET) WILLIAM MOSELEY WRITES: Retired in March 2005 after 30+ great years in our AF. My last assignment was in Korea as 7AF Director of Logistics, 607 Air Support Group Commander, and Director of Logistics, Air Component Command. Transitioned to Lockheed Martin Aeronautics Company 20 days after retirement where I now serve as Deputy Vice President, Customer Support. LT COL CAROL JOHNSON WRITES: Finished command with the world-famous Flying Tigers at Pope and the awesome A-10s and am now fighting traffic at the Pentagon in ILMY. COL (RET) FRANCIS CROWLEY WRITES: I have retired from active duty and returned to the Air Force as a civil servant—Director of the Air Force Fleet Viability Board. COL (RET) ROBERT DREWITT WRITES: Completed my job as a “maintenance engineer” in August, and was “recalled” by my old computer company, Alpha Research & Technology, Inc to head up new business development. Will miss everyone in Atlanta, but plan on San Antonio in 2006. Keep in touch!
COL RANDALL HARVEY WRITES: Leaving the Rock after a fantastic 3 years as the 314 MXG/CC. Taking command of the 305 MXG at McGuire (Woody Shelwood and I are swapping seats). MAJ TIMOTHY S. MOLNAR WRITES: Just departed ACSC and took command of the 56th Equipment Maintenance Squadron at Luke AFB. Thanks to Maj John Kubinec for leaving me such a great squadron! LT COL JAMIE ALLEN WRITES: I arrived last month as the 57 EMS/CC. If you are looking for a great challenge and great maintainers — come work in the 57 MXG. And what a surprise to return to the same building my 474 AGS/CC had in 1987 and the same place where he notified me, while I was an F-16 crew chief, that I had been selected to go to OTS in 1989. What a great Air Force! LT COL RICH NELSON WRITES: I have departed AFPC after 3 very interesting years and have arrived at Beale to take over as the Deputy Maintenance Group Commander. Looking forward to being back on the flight line again. I appreciate all the support and understanding from you all with the assignment business. The process would not work without teamwork from all parties. K
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