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ER

The Exceptional Release

Information Technology

Logistics Officer Association Post Office Box 2264 Arlington, VA 22202 ADDRESS SERVICE REQUESTED

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Logistics Officer Association enhancing the military logistics profession since 1982

Executive Board President

Col Richard A. Dugan president@loanational.org

Information Technology•Spring 2002•Issue No.85 Featuring:

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2001 Financial Report by Maj Pat Kumashiro

Vice President

Col David A. Sowinski vicepres@loanational.org

Treasurer

Maj Patrick T. Kumashiro treasurer@loanational.org

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Assistant Treasurer

Information: The Heart and Soul of IT by Ms. Mechille Braden

Lt Col Roger A. Harville assttreas@loanational.org

Executive Senior Advisor Lt Gen Michael E. Zettler

ANG Advisor

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Brig Gen Douglas S. Metcalf

Retiree Advisor

Integrated Maintenance Data System (IMDS) by Maj Mack Breeland

Col Geary W. Wallace, Ret.

Historian Col James E. Maher, Ret.

The Exceptional Release Editor-In-Chief

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Col Carmen Mezzacappa editor@loanational.org

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Carpe Datum (Capture the Data) by Maj Mark Schmidt

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“Come as You Are” Logistics Data Availability by Ms. Virginia Williamson

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Current State of Voice POMx: Voice at the Point of Maintenance by Mr. Greg Greening

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Air Force Portal CIRF Toolkit by Maj Kumashiro, Lt Guerrero, & Mr. Holmar

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Is Agile LogisticsFocused Logistics in Hiding? by Lt Col Nancy Stinson

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Conference Registration

Assistant Editor Lt Col James R. “Reggie” Hall assteditor@loanational.org

Executive Director, Public Relations

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Kimberly Kortum pr@loanational.org

LOA Scholarship Committee Chair

A Day in the Life of an F-22 Raptor Maintainer by Capt Commentator and Capt Long

Lt Col James Hannon james.hannon@pentagon.af.mil

LOA Website www.loanational.org Webmaster Maj Ben W. Davis webmaster@loanational.org

LOA National PO Box 2264 Arlington, VA 22202 Issue No. 85 • Spring 2002

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Maintenance Reorganization by Col Joe Rine

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Conference Agenda

First Annual MOA Convention Revisited by Mr. Jim Maher

In Every Issue

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Vantage Point

38

Chapter Updates

46

On The Move

The Exceptional Release, Spring 2002

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Editor’s Debrief

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New & Renewed

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Vantage Point Col Richard A. Dugan, LOA President Hopefully everyone has survived the winter and is into the full swing of spring and summer events. We all know there is a lot going on in the logistics world around the globe and wish you all the best of luck in your activities. Now however, is the time to be thinking and planning for attending the LOA conference in Washington D.C. The Capitol chapter has been doing a magnificent job lining up speakers, coordinating with the hotel, and planning for this conference and it appears it will be the best one ever! We have an exciting agenda for you and hope you can join us in September. As you know, this will be our 20th anniversary as an association and we plan to honor the founders of this great organization the evening of 3 September before the start of the conference Wednesday morning. Hope you make plans to be there in time to celebrate with us. Speaking of attending this fall, NOW is the time to be talking to your supervisors and commanders about “fencing” money to attend. The conference can be a funded TDY, as it falls at the end of the fiscal year, proper planning on your part will help guarantee your ability to attend. During this conference we will have two chapter related events. First, on Wednesday morning we will do a chapter “roll call” and attending chapter representatives will be recognized. Certificates to new chapters, formed since our last conference in 2000 will be presented. In addition, we will have a chapter president’s breakfast on Thursday morning with the current executive board and the elected board to discuss issues. Come to this meeting prepared to represent your chapter as we discuss our collective view of LOA’s future. All right, one last plug for National board elections. Nominations are currently being taken for our four elected positions – president, vice-president, treasurer and assistant treasurer. Only the last two require the elected party to be stationed in the D.C, area due to the fact all of our mailing and financial issues take place in that area. The ballot should be on the web site as of the time of this publication. Please go to the LOA web site to cast your vote. The winners will be announced in early August in order for them to make arrangements to come to the conference for the passing of the leadership of our great association. The new board will be introduced at the conference and they take over at the close of the conference on last day.

That’s about all for today…we have a busy summer ahead and a fantastic conference planned…hope to see all of you in Washington in September…until then, CHEERS!

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The Exceptional Release written by logisticians for logisticians

A Professional Military Journal The purpose of the Logistics Officer Association (LOA) is to enhance the military logistics profession. LOA provides an open forum to promote quality logistical support and logistics officer professional development.

Publisher Col Richard A. Dugan, USAF

Editor-in-Chief Col Carmen Mezzacappa, USAF

Assistant Editor Lt Col Reggie Hall, USAF

Production Ms. Kimberly Kortum 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:

Col Carmen Mezzacappa Attn: AMXED-D 5001 Eisenhower Ave Alexandria, VA 22333 DSN: 767-9550 or 703-617-9550 Email: editor@loanational.org Deadlines: 15 Dec, March, June, September Format: Double-spaced, typed and electronically submitted to the Editor. Graphics: (black & white or color) should be sent electronically and individually; they should be a resolution of 150 or higher. Submitter data: Rank; full name; service; home mailing address; business name and address; business phone (DSN & commercial); E-mail; three to five sentence biographical sketch; and a photo. Editorial Policy: The editor reserves the right to edit all submission for length, clarity, and libel.

Advertising Contact Ms. Kimberly Kortum 658 Tremont St #7 Boston, MA 02118 617.236.7246 Email: pr@loanational.org

Editor’s Debrief Lt Col James “Reggie” Hall, Asst Editor-In-Chief As my grandmother used to say, “When opportunity comes a knockin’, you’d better hurry up and open the door!” Col Carmen Mezzacappa, our ER senior editor, asked me to take the lead on this issue while she was on an extended TDY, so as her able bodied assistant, I accepted the offer. Thanks to the entire ER staff for all the support in pulling together the long awaited and highly anticipated Information Technology edition. Our culture is immersed in IT and the information technology aspect of our business is critically important to projecting and sustaining aerospace power. In fact, the Air Force has been very successful in leveraging IT and our leaders have come to expect even more. Information technology has become an integral part of all our processes and decisions and has improved productivity, efficiency, and effectiveness from the flight line to the warehouse. State of the art technology gives us the competitive edge on the battlefield and in the logistics functions that support and enable air and space power. But what does IT mean to the logistics officer and how can we use our systems to improve mission support? The days of relying exclusively on our enlisted technicians to operate and understand IT systems are over. Today critical information is available to our most senior leaders at the click of a mouse, and loggies must have the IT skills, knowledge, and requisite abilities to manipulate systems and respond to inquiries in a moments notice. This means not only adding the relevant IT terms and concepts to your professional lexicon, but also becoming conversant in the critical interfaces between commercial business systems and those across the diverse spectrum of the logistics community. What IT means to the logistics officer is best captured in the Logistics Business Transformation Vision Statement, “We must fundamentally transform Combat and Support capabilities by leveraging information and process improvements across the Air Force enterprise to achieve significant operational efficiencies and drive down support costs.”

Articles in this edition introduce several current IT initiatives and serve as a preliminary foundation to build knowledge and convert mission insight into electronic expertise. Contributions include information on the F-22 integrated logistics support systems, automated aircraft maintenance diagnostic and repair tools at the Point of Maintenance (POMx), and an update on the development of an Integrated Maintenance Data System (IMDS). Also featured are articles on the Air Force Enterprise Data Warehouse (EDW), which will provide a common sight picture for logistic support, linking aircraft maintenance and supply information. We’ve added a commentary from the PSAB/LG on the new Wing Reorganization and an opinion editorial on the future course of logistics doctrine. Hopefully they will spark an interest in exploring ways to enhance ways of providing logistics support through the effective use of IT.

Subscriptions

Enjoy,

Published quarterly, the ER is available via membership in LOA at the cost of $25 for 12 months. Access membership forms on the website.

Reggie

Disclaimer The opinions, conclusions, and recommendations expressed or implied within are those of the contributors and do not necessarily reflect the views of LOA or any agency of the Federal Government. Acknowledgement to The Exceptional Release should be made whenever material is quoted from or based on its contents.

The Exceptional Release, Spring 2002

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2001 LOA Financial Report Major Patrick Kumashiro, LOA Treasurer 2001 was an unprecedented year for LOA National. Clearly, LOA was challenged with the transition to a new Executive Director for Public Relations, the cancellation of the 2001 LOA conference in Atlanta, and the modernization of the LOA web site.

Last summer, LOA hired Ms. Kim Kortum as Executive Director for Public Relations replacing Ms. Deb Pauly. During the transition, LOA incurred administrative and publishing start-up costs associated with changing to a new magazine publisher. The good news is that we will be able to reduce the cost of producing the “Exceptional Release” while maintaining the overall quality of the magazine. Obviously the tragic events surrounding 9/11 necessitated the unfortunate cancellation of the 2001 LOA conference in Atlanta. Since the conference generates the most revenue for LOA, the cancellation had a significant impact on our net income. Last October, LOA implemented a secure on-line credit card payment capability on our website, allowing members to renew their membership and donate to the scholarship fund online.. Although we will continue to accept payment by check, we encourage you to use this credit card feature in the future. This functionality was extremely timely as all mail deliveries to our LOA P.O. box in the Pentagon were permanently suspended. We have finally received most of our forwarded mail at our new P.O. box in Arlington, VA. Many thanks to Major Ben Davis for his exceptional work in this area!

Statement of Operations 2001 income exceeded expenses by $15,869.36. Total income is actually overstated by $32,500 due to 2001 conference booth income that is being held for the 2002 conference. Individual memberships totaled $33,325, a slight decrease from $34,520 in 2000. Corporate memberships totaled $6,500 as LOA added 13 new corporate members. ER advertising income totaled $26,797.23, a decline from 2000 due to the impact of 9/11 and a sluggish economy. (This does not include 2001 advertising accounts receivable of $14,144.33.) Interest income from LOA’s two certificate of deposits totaled $1,979.68. 2000/2001 contributions totaled $9,500 as a result of generous donations from ATTI and Boeing.

ER publication costs and LOA executive support totaled $78,298.22. 2000/2001 Conference expenses totaled $15,007.54. 2001 conference expenses that were not refundable after the cancellation of the conference totaled $10,563. Bank service charges totaled $660.96 for expenses associated with credit card merchant fees. Equipment rental costs totaled $2,801.73 for two Apple laptop computers that are leased for producing/editing the ER. Professional fees totaled $1,079 for LOA’s Certified Public Accountant services. Statement of Assets & Liabilities LOA ended December 31, 2001, with an operating account balance of $32,874.62. In 2001, LOA also maintained two CDs in reserve—a 6month CD worth $34,017.52 and a 13-month CD valued at $10,315.93. This year, LOA moved the 6-month CD into a higher interest bearing money market account. By mid-year we expect to have a one-time expense of $4,950 for payment due to Boundary Light.com once our web site programming is complete.

The scholarship program continues to be extremely successful as individual and corporate members donated $10,530 in late 2000 and 2001. As a result of your generous contributions, LOA was able to award $2,000 scholarships to five very deserving enlisted members. A separate interest-bearing account has been established for all future scholarship donations.

In closing, plans for the 2002 conference in Washington D.C. are well underway. Our next web upgrade will allow our conference attendees to register and pay their registration fees on-line. Since I will be PCSing in June, the Executive Board has appointed LTC Tracy Smiedendorf as acting treasurer IAW with the LOA by-laws until the summer elections. LTC Roger Harville will continue to serve as assistant treasurer. Thank you for your supreme patience during this turbulent year. Thanks again for the opportunity to serve as your LOA National treasurer! See you in D.C.!

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Statement of Operations 12/31/01

12/31/00

Income Conference booth income Individual memberships Corporate memberships Advertising Interest Income Chapter kits Contributions

$39,756.34 $33,325.00 $ 6,500.00 $26,797.23 $ 1,979.68 $ 185.00 $ 7,000.00

$110,620.00 $ 34,520.00 $ 2,000.00 $ 46,122.35 $ 2,100.01 $ 355.00 2,500.00

Total Income

$115,543.25

$198,217.36

ER Printing & Reproduction Conference Bank Service charges Equipment rental Internet services Supplies Postage & Delivery Professional fees

$78,298.22 $15,007.54 $ 660.96 $ 2,801.73 $ 528.00 $ 120.00 $ 1,178.44 $ 1,079.00

$100,050.40 $106,491.61 $ 158.00 $ 581.75 $ 440.00 $ $ 582.97 $ 775.00

Total Expenses

$ 99,673.89

$209,079.73

Net Income

$ 15,869.36

$ (10,862.37)

Expenses

Statement of Assets & Liabilities Assets Cash 6 Month CD 13 month CD

$ 34,874.62 $ 34,017.52 $ 10,841.82

$ 24,229.91 $ 32,663.76 $ 10,315.93

Total Assets

$ 79,733.96

$ 67,209.60

Liabilities Total Liabilities

$

$

Net Assets

$ 77,733.96

-

-

$ 67,209.60

Scholarship Fund 2001 Scholarship Donation 2001 Scholarships

$ 6,630.00 $(10,000.00)

$ 13,900.00 $ (10,000.00)

Total Balance

$ (3,770.00)

$

3,900.00

The Exceptional Release, Spring 2002

LOA’s Executive Board Elections 1-31 July 2002 online at www.loanational.org

General Fund

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First Annual MOA Convention Revisited Mr. Jim Maher, LOA Historian On 13 Oct 1983, retired Lt Col Larry Matthews sent a letter to the Maintenance Officer Association (MOA) membership announcing the first annual MOA convention. Larry was acting in the capacity of Convention Coordinator at the time. The dates selected for the convention were 11 and 12 Nov 83 and the place was the historic Chamberlain Hotel, on the water near the entrance of Ft. Monroe, in Hampton, Va.

Code (AFSC) requirement. No question about whom could join.

It is interesting to note that the first day of the convention was

It is interesting to note that there was another restriction as well “you cannot nominate your boss. That could get sticky.”

Veterans Day. Friday was set aside for discussions on issues of importance to the maintenance world as a whole. Saturday was reserved for MOA matters themselves.

Retired Major General Jerry Rogers (USAF) was invited to be the convention’s keynote speaker. Friday’s panel discussion were. “The maintenance environment of the future”, a one-hour discussion with a half-hour question and answer period and “What can MOA do to improve the maintenance world?” another one-hour panel followed by a one-hour Q & A period.

On Saturday, MOA outlined the organization’s objectives, talked about organizational improvements, and discussed 1984 election procedures and miscellaneous MOA business followed by closing remarks. The first convention was not all business, however. Spouses were cordially invited. There was a scheduled social hour (1700-?) arranged for the Thursday evening prior to convention start. Friday included a no-host cocktail period from 1800-1930, followed by an association dinner and something loosely defined as “After-dinner Festivities (2100-?). The convention was scheduled to close at noon on Saturday, with the remainder of the day available for sightseeing and other activities in the local area. For you golfers out there, there was no MOA golf tournament associated with the first convention.

Rooms at the Chamberlain were available for $30.00 (single) and $35.00 (double). Bar and restaurant costs were advertised to be comparable to officer club prices. And a good time was had by all.

EARLY MOA ATTITUDE In an early 1982 letter congratulating a new MOA member on his acceptance into the organization, the MOA president addressed some of the screening criteria used to assess the suitability of new candidate members. A couple of things stood out. Historian’s editorial comments are in Italics: “The number one criterion is the requirement to be a professional (40XX) maintenance officer.” Note the specific Air Force Specialty

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“If a nominee wears wings, that fact must be identified.” Do I detect a sense of suspicion concerning rated officers, possible “rated supplement” types in maintenance slots, etc.? “Include data to support the contention that the individual is a maintenance professional versus an Ops toad who is marking time until a cockpit seat opens.” Whew! No friction detected here.

ER PREDECESSOR The “MOA Newsletter” was the first publication of the early MOA organization. Just prior to publication of the initial newsletter, Lt Col Larry Matthews, MOA President, described the purpose of the publication this way: “The MOA quarterly Newsletter will serve as a forum to keep members abreast of current happenings in the profession, provide feedback/cross-flow from all levels, spread “lessons learned” to fellow members, and provide for a fraternal network to enhance esprit de corps.”

CHARTER MEMBERS VS. FOUNDING MEMBERS Many questions have arisen over what a MOA Charter Member was, what a Founding Member was, and were they the same thing. The definition of a Charter member is contained in early organization bylaws and reads as follows “The original charter members were composed of the first fifty-one individuals who were offered and subsequently accepted membership in MOA

I have an early MOA membership list that contains 40 names. These would seem to qualify as 40 of the 51 charter members of MOA. This same list was published in the Fall 1997 issue of ER (Issue No. 67) as a list of “Founding Members”. Therein lies some of the confusion.

According to the same bylaws, there were ten MOA Founding Members. These ten individuals comprised the original MOA Membership Committee. The earliest reference to the membership committee that I have is in a 24 Apr 82 letter from Larry Matthews. But, the letter does not list the members. The next actual membership list I have is dated 11 Jan 1986 and contains 827 names, quite a jump in just a few years. I’m trying to trace the organization membership from inception to present. Anyone having membership lists or specific references in letters, etc. to Founding and Charter members, especially actual names,

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please send a copy to me by mail or e-mail at one of the following addresses: (this will also be helpful in providing due recognition to those memth

group. Several different variants. 11. MK106

K. 750 lb. thin cased general purpose bomb filled with 386 lbs. of tritonal or minol explosive. M904 nose fuze And M905 tail fuze. MAU-103 conical fins.

12. LUU-2

L. 114 inches long, 18 inches in diameter. W-25 nuclear warhead. Unguided air-to-air rocket. Double folding fins provide stability in flight.

13. M61A1

M. 42.5 feet long, 12.2. feet wide, 9.4 feet high, 9,600 lbs., inertially guided, nuclear warhead mis sile.

14. AIM-4D

N. Freefall or retarded nuclear bomb.

15. AGM-45A

O. 750 lb., aimable fiberglass/plastic cluster dis penser for leaflets.

16. AGM-69A

P. 79.27 inches long, 6.4 inches in diameter, 134 lbs., infrared, passive guided missile, destroys aer ial targets. HE warhead detonates on impact.

17. AGM-86/B

Q. Modified BLU-1C/B using MXU469 or MXU383 fins, no fuze. Designed for use on high per formance aircraft. CS-1 or CS-2 agent is dissemi nated when dispenser bursts on impact. Chemical warfare bomb.

18. AIR-2A

R. 500 lb. general purpose bomb filled with tri tonal explosive. M904 nose fuze, FMU-54/B tail fuze or FMU-112. MK 15 retarder fin. Provides high speed, low altitude bombing capability with safe separation for delivery aircraft.

19. ADM-20C

S. Comprised of the cruciform wing weapon (CWW) or planar wing weapon (PWW) config uration which use various modular components to counter a large spectrum of targets at either close or standoff range. Can have a variety of warheads.

20. AGM28B

T. Cluster Bomb composed of SUU-30H/B dispenser, 217 BLU-61/B bomblets and a CNU-180/E container. Spin-armed, impact fuzed bomblets with incendiary capability for use against material targets.

bers at the 20 Anniversary Conference in September.)

MAIL: Jim Maher, 2 Chetfield Court, Simpsonville, SC 29680 E-MAIL: jim.maher@honeywell.com or maherje@aol.com

HISTORY QUIZ Test your munitions knowledge. Match the munition item in the left column with the description in the right column. Information from USAF munitions pamphlets circa 1982. Answers on Page 9. 1. MK 82 RE

2. M117

3. LGB

4. GBU-15

A. 120 inches long, 8 inches in diameter, 400 lbs., fragmentation warhead, radio or radar guided, passive anti-radar missile. B. 25 lb., teardrop shaped, metal body with tube cavity. Conical afterbody with cruciform fin. Carried in SUU-20 or SUU-21 dispenser or bomb racks. Practice bomb. C. Airborne illuminating device producing 2 mil lion candlepower for an average of five minutes. Timer allows various free-fall distances before ignition. D. Anti-armor dispenser composed of MK 7 dis penser, 247 MK 118 bomblets and a MK 427 con tainer. Air armed, impact fuzed, armor penetrat ing shape charge warhead. Ant-tank.

5. BLU-52

E. 5 lb., blunt nosed, thin cased cylindrical prac tice bomb with lengthwise tube cavity, fwd strik er plate and welded fin

6. M129

F. Air cooled six barrel rotary cannon using elec trically primed 20MM ammunition. Combines with storage drum, conveyer unit and feeder assembly for internal mounting on aircraft.

7. CBU-52

G. 168 inches long, 17.5 inches diameter, 2,230 lbs. W-69 nuclear warhead, short range air to ground missile. Inertial guidance. Two-pulse solidpropellant rocket motor. Can be carried inter nally or mounted on external pylons.

8. MK-20

H. 12 feet, 11 inches long, 5.6 feet wide, 3.8 feet high, 923 lbs., no warhead, strategic decoy that simulates a bomber radar pattern.

9. B43

I. 249 inches long, 12 foot wing span, 47 inches high, 1,500 mile range. W-80 nuclear warhead. Air-to-ground winged subsonic weapon launched from penetrating bombers.

10. BDU-33

J. Laser guided munition consisting of a GP bomb, a computer control group, and an airfoil

Check out this picture and see if you figure out the munitions item from the above list it belongs to:

The Exceptional Release, Spring 2002


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Information: The Heart and Soul of IT Ms. Mechille A. Braden Visibility of the right information at

The portal will be the single logon access point to critical applications and databases for base network users. By leveraging Internet technologies, users will participate in electronic process workflow, perform online transactions such as parts ordering, and track supply items with electronic scanning or bar-coding – business processes much different than the current operating procedures.

the right time is both an opportunity and a challenge. Users at Oklahoma City Air Logistics Center, Tinker Air Force Base, Oklahoma, and across Air Force Materiel Command access information from 60 legacy systems. With more than 14,000 employees whose primary focus is logistics and depot maintenance (overhauling many of the Created in the early ‘60s, Air Force’s major weapon the supply and inventory systems including the Bmanagement legacy sys1B, B –2, E-3, KC-135, Btems in use today focus on 52A/C and engine workdepot supply product manload) OK City ALC is a agement, material, endmajor intersection on the item induction for repair, information Super financial reporting, and Highway. “Our network is tracking labor hours assomore than e-mail,” said ciated with depot repair Brig. Gen Loren M. Reno, operations. Data is batch OC-ALC Vice Commander processed in these antiand Chief Information quated systems and Officer. “Our mission critirequires manual entries cal systems operate on our through numerous input n e t w o r k . ” screens. This leads to This forward thinking “dirty” or compromised approach is laying the data, and a lack of data foundation for various systems integration which strategic enterprise planpresent many challenges ning initiatives. A proto users. Unfortunately, posed Information as new technologies Technology organization at evolved, these governTinker will enhance corpoDMAPS employees, Greg Eldridge (left) ment-tailored legacy data rate operating policies and systems did not. and Tom Baldwin (center) shows Tinker procedures, improve busiemployee Eric Little, In the competitive business processes, increase KC-135 Unit Chief how to use a pent table ness environment, private Information Assurance and to scan job orders. industry has focused on contribute to an increased real-time, open architecture systems that avoid such level of network service. A wireless network, covering data transfer and interoperability issues. With the evo25 buildings with more than 1.75 million square feet of lution of communications and information technology in shop floor, will allow 8000+ maintenance repair general, senior leadership must have access to immediemployees access to network resources and provide ate tools to improve their ability to make sound manflexibility in the depot work place. As both private and agement decisions. Although many people believe these government industries conduct business operations in legacy systems should be abandoned for a fresh suite of an electronic environment, the Tinker portal will link systems, the cost of replacement is prohibitive. business partners in a web-enabled virtual environment.

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Therefore, development of workarounds and refreshes has provided the tools depot users require. Technical refreshes help users overcome some challenges presented by legacy systems. Various systems enhancements have included transitioning to newer platforms to take advantage of accessible and current applications. As an example, the Depot Maintenance Material Support System, G005M, identifies materials in support of maintenance workload. Created in the late ‘70s, G005M is undergoing modernization. This refresh will be more user-friendly and expedite data availability between system interfaces, while increasing workforce efficiency.

LOA Coasters!

As many of you know, the 2001 Logistics Officer Association Conference in Atlanta was cancelled as a result of the 9-11 event. The Middle GA LOA Chapter was hosting that event and was prepared to sell/make available to LOA members, a special absorbent LOA Coaster.

The Depot Maintenance Accounting and Production System (DMAPS) is being implemented at Tinker and other HQ AFMC sites. A Department of Defense (DoD) downward directed program, DMAPS eliminates several legacy systems while focusing on producing timely, auditable, reliable and useful information. It follows provisions of the Chief Financial Officer Act of 1990, which mandated that DoD organizations be compliant by fiscal year 2003. DMAPS is also a first step towards Activity Based Costing (ABC) which enables organizations to accurately identify what is owned, amount paid for items, and cost of conducting business at a minimum output level.

With other systems in the pipeline such as portal technology and improved integration tools, visibility of information on demand will become more of a reality in the near future. Indeed, proactive approaches at Tinker showcase the fact that information is indeed the heart and soul of information technology! Prior to entering civil service, Ms. Braden spent over five enlisted years on active duty and is currently a communications officer in the Air Force Reserve at Tinker AFB. She is a Logistics Information Technology Program Analyst and a published author. Ms. Braden can be reached at Mechille.Braden@tinker.af.mil.

The cost for each individually boxed coaster is $7.00 (postage and shipping included). You can save a little bit by ordering a set of 4 coasters - only $25.00 - a savings of $3.00) . Please send your name, address, the number of coasters you desire with a check or money order for the appropriate amount to:

•16-20 and the picture = You are AMMO … and probably retired!

Middle GA LOA Coaster P.O. Box 98491 Robins AFB, GA 31098

•11-15 = You have some munitions background and might just be AMMO • 6-10 = Been around ammo & some lucky guesses. But you ain’t AMMO either. • 0-5 = You ain’t AMMO…and you know what that means! Check your score PICTURE = MK118 Bomblet contained in the MK20 (Rockeye) anti-tank dispenser, 16. = G

15. = A

9. = N

8. = D

2. = K

1. = R

18. = L

17. = I

12. = C

11. = E

10. = B

5. = Q

4. = S

3. = J

ANSWERS TO HISTORY QUIZ

The Exceptional Release, Spring 2002

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19. = H

20. = M. 13. = F 6. = O

14. = P 7. = T


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“Come as You Are” Logistics Data Availability: The Enterprise Decision Support System Ms. Virginia Williamson The events of September 11, 2001 added a new meaning to the Cold War phrase, “Come as you are” war. The presumed Cold War scenario was that our defensive activities would begin most likely in Europe or South Korea, with the forces on hand, following a short period of intelligence warning and force build-up. Cold War logistics Information Technology (IT) systems designed to support such a conflict were characterized by a large force structure, some strategic warning and force generation lead time, and a fairly certain knowledge of where the invasion would occur. These characteristics, plus the speed and capability in the IT systems of that time, typically produced 30–45 day old “rolled-up” or aggregated summary data.

another way, it would take more than 3,500,000 PCs, each with a 20-gigabyte hard drive, just to store that amount of data!

Taking a cue from private industry, Air Force logistics

managers and IT technicians, under the joint sponsorship of Mr. Ron Orr during his tenure as Assistant DCS AF Installations and Logistics, and Lt. General Coolidge, explored the decision support technologies used by commercial market leaders, such as Wal-Mart and others, to manage their businesses. After extensive research, we decided to pursue a decision support system built around a centralized relational database management system which could take data from any number of legacy systems and, through the use of a variOn 9-11, war came to us ety of query applications, with no warning, at a time give us a consolidated and and place of our adverdetailed view of logistics sary’s choosing. Today, functions. As our first decision makers need migration system we access to real-time or near chose the Reliability and real-time detail data to Maintainability determine the current logisInformation System tics readiness of forces (REMIS), which is fed by worldwide and engage them a number of maintenance immediately to destroy data systems, such as the adversaries before they can Figure 1: EDW Mission Capable Status Query Core Automated initiate an offensive strike. However, despite this seminal shift in the nature of the Maintenance System (CAMS) and CAMS for Mobilityconflict we are still largely relying on Cold War legacy FM (For Mobility) (GO81). Today, the EDW provides systems to provide the majority of our logistics informa- access to the detail data generated by systems like tion support. That is all about to change thanks to the CAMS but previously available primarily in a summary Enterprise Data Warehouse (EDW) now under con- format. EDW enables queries on anything from the status of individual aircraft, to blocks of aircraft, to time struction at Wright Patterson AFB. critical components such as ejection seat CAD/PAD First, a clarification is needed - a data warehouse is not items and all are easily retrievable in a timely manner. simply a place to store data. Rather, a more appropriate name for the EDW would be Enterprise Decision Queries that used to take literally three man-weeks to Support System, because it provides users access to produce are now available in less than ? hour! As soon previously unavailable detail data, and allows them to as CAMS updates are received, the data in the EDW is manipulate that data either through pre-determined refreshed ensuring that decision makers have access to structured queries, “ad hoc” queries built as required, or the latest status on Air Force aircraft worldwide. We are on the fly. The “warehouse” analogy is only appropriate also pressing forward with adding not only more mainteto the extent that an EDW can manage massive nance data sources to the EDW, but supply information amounts of data; the largest systems in the commercial as well. Currently MICAP and back-order information is world today contain over 70 terabytes of raw data. Put available in the EDW.

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Officer, and the HQ USAF Assistant DCS, for Installations and Logistics, and composed of representatives from the MAJCOMs, Air Staff, and HQ AFMC, its charter is to provide the strategic vision for the development and growth of the EDW.

Like market leaders in the commercial world, we have learned that logistics data is no longer just informative; it is a force multiplier. Harnessed by the power of the EDW, logistics data is empowering decision makers and making the Air Force even more responsive to the challenges of today and better prepared to respond to the threats of tomorrow. Figure 2: EDW Backorder Query Result

Later in FY 02 we will see the integration of additional maintenance and supply data, as well as the expansion of users at the MAJCOM and Regional Supply Squadron levels. To ensure that the EDW is responsive to its customers, a Board of Customers has been formed. Co-chaired by the AFMC Chief Technology

Ms. Williamson is the Deputy AF Program Executive Officer for Command and Control & Combat Support Systems. A member of the Senior Executive Service, her acquisition portfolio includes logistics information systems.

LOA Salutes Mrs. Catherine Hass, Air Combat Command’s Nominee for the 2002 Katharine Wright Memorial Award! Mrs. Catherine Hass is the wife of Col Jim Hass and is, according to Jim, “his better 7/8th”. General Hornburg, Commander, Air Combat Command, apparently agreed with that sentiment as he chose her to represent the command in the final selection process.

The Katharine Wright Memorial Award recognizes the woman who has provided encouragement, support, and inspiration to her husband and thus was instrumental in his success or made a personal contribution to the advancement of the art, sport, and science of aviation and space flight over an extended period of time.

Mrs. Hass has unfailingly supported Col Hass over his 38-year (and counting) Air Force career. Congratulations Catherine Hass!

Catherine and Jim Hass on the steps of their home at Langley AFB, Virginia

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Integrated Maintenance Data System (IMDS) Major Mack Breeland The IMDS concept has been discussed for years and is based on the underlying premise that the AF needs a standard system for maintenance production support and collection and processing of AF maintenance information. This article will clear up misconceptions about the Integrated Maintenance Data System (IMDS), provide current status of IMDS, and highlight future actions the Air Force (AF) is taking to enhance this integrated information system (i.e., IMDS).

focused logistics by providing enhanced asset visibility, improved accuracy, and more timely dissemination of information on AF operational assets. IMDS supports the AF Strategic Plan in the areas of Information Superiority and Agile Combat Support.

Background In 1996 an acquisition contract was originated for the

development of IMDS. The contract called for the full integration of over 100 maintenance information systems in use at the wing, depot and staff levels. Using a Vision “big bang” approach e.g., attempting to deliver one system solution for all identiIMDS will integrate multified requirements at one ple and diverse maintetime, the 100 plus maintenance management infornance information systems mation systems into a sinand applications were gle open architecture, either going to be integratmodern, decision support ed, subsumed or replaced system, as part of the by IMDS. In July 2000, it Global Combat Support was determined in the best System-Air Force interest of the AF to (GCSS-AF), supporting change the IMDS acquisiover 200,000 maintetion strategy and the connance personnel. IMDS tract for IMDS was will function as a single allowed to lapse. Instead of logical data system to trying to completely inteaccess and maintain historical and legacy mainte- Engine Technicians using E-Tools to document grate all maintenance information systems at one nance data, currently actions at POMx. time, the new strategy stored in other databases, focused on upgrading the current capabilities of the in a common “data warehouse.” It will provide access to a single authoritative source for required data or infor- Core Automated Maintenance System (CAMS) and the mation items that satisfy cross-functional requirements. Reliability and Maintainability Information System (REMIS). Focus would then shift to integrating the All information supporting maintenance functions will be myriad of maintenance information systems and brining IMDS accessible for collection, storage, and disseminathem under the IMDS umbrella . The Standard Systems tion of critical data for repair and improvement of our Group, Maintenance Information Systems Directorate weapon systems and equipment. The expected endresult of this effort will be a system that is capable of (SSG/ILM) at Gunter Annex, AL is the lead for developing IMDS. providing a single sign-on (through the Air Force Portal) to any functionality, required by any user, on a single platform. IMDS will contribute to total asset visibility through a free flow of information vertically, between depot and unit level, and horizontally, by allowing user access to base level information for job support. IMDS supports Joint Vision 2010 and 2020 in the area of

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In June 2001, AF/ILM further defined the future of IMDS as initially focusing on five basic maintenance information systems: CAMS, REMIS, CAMS for Mobility (referred to as G081 and used for Mobility Air Forces), Comprehensive Engine Management System (CEMS), and Reliability, Availability and

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Maintainability of Pods (RAMPOD). These five systems would be the primary starting point and then IMDS would proceed toward integrating the remaining maintenance information systems. A spiral development approach was adopted. Eight spirals constituting both a legacy systems modernization and future systems integration were identified. Each spiral will be addressed separately.

Modernization Integration

of

CAMS

and

Future

Spiral 1 (CAMS Graphical User Interface (GUI)): The first major upgrade to CAMS in several

technical data at the point of maintenance. There are two AF-approved bases currently testing POMx initiatives. Test efforts at the 16th Special Operations Wing, Hurlburt Field FL, have shown the capability to open/close job orders and order parts in CAMS using voice recognition and wireless local area network (WLAN) capabilities. The AIT PMO is testing three different types of electronic tools (hand-held devices in this instance) to facilitate POMx capabilities at Hurlburt Field. Nellis was approved as a second POMX test base for fiscal year 2002. Nellis is using ruggedized laptop personal computers and WLAN to facilitate use of CAMS on the flightline. AFRL will conduct usability studies at both locations and the results will be used to develop a catalog of electronic tools tested and approved for use AF-wide. The plan is to finalize POMx testing at both test bases by 30 September 2002.

years occurred on 1 March 2002 with the worldwide release (Version 6R2) of the user-friendly CAMS GUI. The GUI is a windowsstyle point and click front-end (accessible via the internet) application that replaces the text based “green” Spiral 3 (AF Portal): As screens in CAMS. This we progress and mature in first step in the modernour integration efforts, the ization of CAMS will AF Portal will be the singlegreatly improve usability source gateway to all appliand data integrity by cations. Instead of having to providing reference data access maintenance inforto the user as “pick mation systems separately, lists” (also known as Screen shows individual in Maintenance the user will be able to logdropdown menus, popInformation Systems Community of Interest on to the AF Portal through ups, or dynamic a common browser (e.g., and the Fleet Asset Status gadget is retrievals). Maintenance Internet Explorer or highlighted in green personnel’s frustration Netscape) to gain access to with rejected transactions caused by “fat-fingering” the all maintenance information systems. After the events of data will be reduced since the “pick lists” provide only 11 September, attention was placed on the use of the AF valid data from which the CAMS user may select. Portal to provide maintenance and supply data to faciliSpiral 2 (Point of Maintenance (POMx)): tate command and control efforts. A specially designed POMX is used to describe efforts to have data entered application called the Fleet Asset Status gadget was at the “point of maintenance” (e.g., at the aircraft). modified to present data in a format consistent with the Typically, technicians document their completed mainte- data being presented daily to AF leadership. This gadgnance actions in CAMS or G081 at the end of the day et receives data from CAMS hourly and all aircraft or during a break. This delay in documenting mainte- tracked in CAMS can be tracked through its use. nance actions leads to inaccuracies and contributes to Efforts are in work to expand the Fleet Asset Status a lack of data currency. AF/ILM is working with gadget to include data from G081 and from depot sysSSG/ILM, the Automatic Identification Technology tems. Recently SSG developed the Maintenance Program Management Office (AIT PMO) and the Air Community of Interest (a set-aside area on the AF Force Research Laboratory (AFRL) to develop POMx Portal) that provides each user a “Maintenance capabilities. There are four primary capabilities we are Toolbox” that allows each user to load the systems and striving for in POMx: 1. open/close job orders, 2. order applications they will need to do their daily job. We are parts, 3. scan barcodes on parts, and 4. access/view

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Continued from Page 13 pursuing the capability to provide single sign-on to various core maintenance information systems after signing into the AF Portal. The future vision is for all users to access the AF Portal and use their “Maintenance Toolbox” to conduct required actions.

Spiral 4 (Centralized Database (CDB)/Deployable CAMS: The Expeditionary Air Force (EAF) concept requires a deployable CAMS database that can be set up, accessed, and updated while deployed so it can be viewed by centralized intermediate repair facilities and others. Communications connectivity is not sufficient for the existing systems in a deployed mode (i.e., if our current maintenance information systems had immediate connectivity in a deployed environment there would be no requirement for deployable CAMS). To achieve deployability, we first

potential solution being tested at Nellis is a contractordeveloped server kit that could easily be deployed and is capable of supporting up to 40 users. The deployed server kit would store the necessary data to support the deployed aircraft until connectivity could be established and then the data would be transmitted back to the CDB, providing a continuous history for the deployed aircraft.

Spiral 5 (Functionality Enhancements): After release of the F-22 interface and the CAMS GUI, SSG began work on several C4RDs with a major block release scheduled for June 2002. REMIS has also been working on C4RDs with updates implemented incrementally. A CAMS/REMIS Functional Review Board (FRB) was held in January 2002. The status of individual C4RDs was discussed and the projected schedule for completion of certain C4RDs was provided.

Spiral 6 (Enterprise Data Warehouse (EDW)):

Spiral 6 must centralize the CAMS database. Centralizing the database will enable us to download and deploy with the necessary CAMS data. Once we achieve a centralized database, we will be able to access and update CAMS data on any aircraft from any location. Efforts are underway to migrate the existing CAMS data (106 separate base-specific databases) into the CDB using a Unisys platform. The projected timeline to field the CDB is April 2003. To gain the efficiencies of a CDB, it’s critical that all potential source documents used by the CDB be standardized. For example, the CAMS Master Course Table and Master Job Standard Tables for aircraft are not standardized across the AF and will have to be standardized to ensure we garner the efficiencies inherent with a CDB. Once we have a CDB, we will then be able to download a portion of the CDB along with basic capabilities to support deployed aircraft. One

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The objective of the EDW is to provide accurate, timely, trusted, and secure data in a single location to enable a common operating picture. Today, data is replicated in several places and presented differently by various applications. Gathering and storing enterprise-wide data in a secure, reliable and consistent manner, the EDW will enable modern decision-support tools to provide clear and accurate decision-making information. The near-term vision is to provide cross-functional capability for the logistics community beginning with maintenance and supply. Associated with the EDW are web-based decision-support tools that allow users to easily view data from a variety of perspectives. By using the EDW’s “drag and drop” decision-support tool, users are able to dynamically build reports by querying the data contained within the EDW. The big advantage of the EDW is in the ability to drill-down into the data to get the desired information from a single source. The EDW currently contains ten years worth of detailed aircraft data replicated from REMIS. The remaining REMIS data (e.g., communication/electronics and automated test equipment) was added 15 April 2002 and enhanced functionality was scheduled for availability in June 2002. The EDW project office began development of adding MICAP and backorder data to track supply items needed for critical maintenance actions in December 2001. Users may acquire an EDW account by accessing the EDW web site (https://edw.wpafb.af.mil) and filling out an access request form.

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Spiral 7 (Common GUI): The CAMS GUI is the first step toward the common GUI. Other systems like G081 have also incorporated GUI screens. Future access to all our systems will be via the AF Portal. As we migrate and consolidate data from various maintenance information systems, SSG and the program managers of applicable systems are working together to provide a “common look and feel” among maintenance information systems. This is where SSG’s role as the coordinator and integrator or our IMDS efforts will prove crucial.

various capabilities and cost factors related to a specific E-Tool and will be published by AF/ILMM November 2002. In pursuit of a common presentation format for technical data, a contract was let for an AF Common Viewer. The common viewer will provide the capability to view Class III standard generalized markup language (SGML) data across the AF in approved formats using a standard web browser.

Standardizing to Downsize

One of the largest challenges as we try to achieve an integrated system is a reduction in the amount of sysad of technical mandates that apply to automated infor- tems/applications being used. One avenue is to select a mation systems in the AF inventory. Compliance with standard solution if the standard solution makes sense technical mandates continues to put a big drain on our for the area being addressed. One of the first areas that resources and ability to provide upgraded capability to the AF tackled in terms of standardization was tool the field. Existing systems must be Chief Financial accountability. AF/ILM requested a review of individual Officer (CFO), Global tool support secCombat Support tions and the variSystem-AF (GCSSous accountability AF) and computer systems used in security Command, those sections. The C o n t r o l , plan was to select Communications, one accountability Computers & system for AF-wide Intelligence Support use. In October Plan (C4ISP) compli2001, AF/ILMM ant and this is just the hosted a MAJCOM“tip of the iceberg.” level Integrated While users may not Process Team (IPT) see the direct benefits, to discuss tool supcompliance with variport sections stanous mandates ensures dardization and to all systems will operate pursue a standard in an efficient and accountability sysinteractive mode in the E-Tools vs. Several Books of Paper Technical Orders: tem. The IPT recomfuture. Which would you rather use? mended Tool Accountability System (TAS) as the standard. The recTechnical Data ommendation to use TAS as the AF standard was forEfforts Another key tenant of IMDS is the ability to view tech- warded to the MAJCOM logistics group commanders for their approval. The decision is being finalized. Once nical data electronically. Various offices and aircraft made, the AF will implement the standard solution into agencies have been pursuing the digitization of technipolicy in an applicable instruction or technical order. cal data to allow the capability to readily access and view technical data versus the manual use of paper To facilitate the reduction of maintenance information Technical Orders (T.O.s). The goal is to have a single solutions and lead to standardization, AF/ILM estabelectronic tool or “E-Tool” (e.g., handheld device, lished the Maintenance Information Technology portable maintenance aid, palm pilot, laptop, etc.) to Working Group (MITWG). The MITWG is a forum for support POMx and viewing of technical data. The cata- MAJCOM representatives to identify, evaluate, coordilog of approved E-Tools to be used for POMx and view- nate and integrate proposed initiatives into AF-wide ing technical data will be more like a matrix outlining Spiral 8 (Technical Mandates): There are a myri-

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Current State of Voice POMx Voice at the Point of Maintenance Mr. Greg Greening Introduction

The voice recognition engine is speaker independent

The challenges associated with providing maintenance

and does NOT require voice training. It accurately recognizes FM net transmissions in noise environments less than 90dB, which equates to the normal flightline environment. Up to 95dBs can be achieved using directional microphones. Ear microphones used in conjunction with ear protection are expected to achieve in the area of 120dBs. Note: The next release of the KLSS voice engine is expected to achieve a minimum of 100dBs using just FM radios. This equates to engine and AGE operational environments.

technicians all the information they require to accomplish their jobs has not measurably improved in the last twenty years. In 1990 the Air Force Research Laboratory (AFRL) began conducting research on this front, and in 1992 demonstrated a system that has been embraced by many as a solution — an Integrated Maintenance Information System (IMIS). AFRL brought the Interactive Electronic Technical Manual (IETM) out to technicians working at the aircraft on the flight line, along with the ability to report and receive failure data and the ability to order parts This article describes how voice technology plays a key role in overcoming many of the obstacles preventing real-time data access at the Point of Maintenance (POMx). Providing technicians the capability to capture pertinent maintenance data passively at the POMx will increase data accuracy and timeliness. Using voice recognition technology to autonomically convert verbal utterances to the correct aircraft maintenance work unit codes (WUCs) and malfunction codes (i.e., –06 code manuals) increases data accuracy and aids in capturing diagnostic data required at all levels of repair.

What is Voice POMx? Voice POMx is a voice-enabled, hands-free maintenance tool that allows flightline maintainers to passively input and receive aircraft maintenance information using existing FM radios, desktop personal computers, or radio frequency (RF) Personal Display Assistants (PDAs). The product currently supports opening jobs, ordering parts, and closing jobs associated with unscheduled, on-equipment or flightline maintenance tasks. Voice POMx is a web-enabled, JAVA-based client-server application designed to run on existing base infrastructure. Information is passively collected, displayed to a user for review, updated as necessary and then transparently sent to CAMS. CAMS returns the requested information or the applicable error message. The product allows users to update the information and resubmit it to CAMS. The Voice Engine and Legacy System Interface 16

Access™ is used as a temporary data store for job and part information supporting the voice engine. Once a job is closed, it no longer resides in the temporary data store. InfoConnect ™ is used to transfer this information to and from CAMS unbeknownst to the user. However, the legacy system interface component has been developed in isolation from the rest of the application, allowing for easy migration to future Standard Systems Group (SSG) Software Factory architectures such as hypertext mark-up language (XML).

Advantages of Voice Recognition & Voice Hardware/Software Requirements The primary advantages of using voice recognition at the POMx are: 1. more timely availability of aircraft status provided by passive real-time data collection, 2. reduction/elimination of data entry errors by improving the man-machine interface, 3. reduction/elimination of data latency problems by bringing the data entry locale out to the point of maintenance, and 4. more productive utilization of personnel by relieving them from lengthy keyboard data entry/research taskings. Yesterday’s requirement for technicians to curtail all maintenance activities lead time away from shift’s end (so they could document those activities) is no longer required. Additionally, with the implementation of voice POMx, technicians will no longer have to retain a full day’s worth of maintenance data information for entry at the end of a shift. Further, security and infrastructure constraints aren’t a concern with FM Net as it is already in the field and meets all security and deployment requirements.

Voice POMx operates within the Windows 2000 or

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NT environments and currently requires a minimum of 256 MB of RAM to effectively operate (individual user requirements may vary). It is currently used on or in conjunction with the Motorola AstroSabre™ and XTS 3000™ radios and handheld devices that provide the user real-time feedback and review as required.

or 3. Until a Bench Check could be performed before they were certain they had identified the true “bad actor”. Comprehensive, valid information provided to the user at the POMx reduces/eliminates man-hours spent processing/working serviceable parts and the subsequent unnecessary burden on supply cannibaliza-

CAMS client screen based on the maintenance data reported over the FM radio. Future Voice POMx Too often information required to make correct decisions on a failed end-item/component is not available. Today’s legacy system technical orders are primarily paper based. At best they reside at the lower levels of digitization and consequently cannot provide for the capture or display of real-time maintenance data as an integral part of the maintenance process (as would be provided by a class 4 or 5 Item). Nor do they support display on new technology devices. If a technician were presented with conditions necessary to cause a specific failure while troubleshooting a system malfunction, using the POMx they could successfully isolate the failed component the first time. They wouldn’t be forced to wait until 1. A repeat/recur condition existed, 2. Until the system could be checked out during the next flight,

tion actions in general, and will improve mission readiness.

Where are We Today? Current Voice POMx capabilities were developed by KLSS in conjunction with Air Force Research Laboratory Human Effectiveness Branch, AFRL/HESR at Wright-Patterson AFB. Second year POMx activities have transitioned to the Air Force Material Command, AFMC AIT PMO to expand POMx capabilities to all aircraft maintenance activities and to integrate with Automated Information Technologies (AITs) current handheld POMx devices developed in first year.

The critical task is to integrate the latest voice tech-

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Continued from Page 17 nologies to capture, access, and manipulate logistics data at the POMx with the latest PDA devices. The newest technologies (both hardware and software) which readily support the implementation of a voice recognition system are slowly becoming supportable within the existing Air Force infrastructure. Currently the ideal hands-free and passive collection and presentation environment doesn’t exist. To improve overall diagnostic capabilities with emphasis on verticality of tests, diagnostic data from organizational maintenance must be passed near real-time to back shop and depot test station databases. Currently this does not occur, nor is broad scale growth in this direction on the immediate horizon.

Where Do We Need to Go? In the future, before technicians troubleshoot a malfunction, whether at a test station, engine or an aircraft, they could use a Voice POMx system to verbally request a solution based on historical data. This data would include; debrief and parametric flight data, test station, depot and original equipment manufacture (OEM) repair data. Global historical analyses such as these would assist the user by providing built-in-test, false alarm, and could not duplicate (CND) trends, as well as the repair history for a particular system or part from all levels of maintenance. Analysis could also provide a recommended solution along with procedures to accomplish the repair/task no matter what the level of repair.

Improved verticality of testing requires the visibility of accurate and near real-time maintenance failure data. This all starts with capturing aircraft diagnostic data and debrief information as early in the process as possible—preferably before the aircraft even lands. Weapon systems have attempted several methods to capture this data and load it into the debrief system. Implementing Voice POMx at the aircraft, or as part of a standard debriefing system, can aid in the capture and sharing of this data. A Voice POMx system can perform analysis based on data input and then present the flight crew with questions required to build a solution for the technician.

What About Tech Data? There is also a need to change how current maintenance instructions are presented to technicians. Answers unique to a repair task that are compiled from engineering and failure analysis will reduce unnecessary

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maintenance actions. These analyses must be dynamic, and encompass not only trending associated with builtin-test and false alarms, but account for the inevitable aging of our systems. This mandates that we possess a class of TO, and associated support infrastructure, which, by its very nature, is conducive to rapid and pervasive change. Legacy TOs, along with their current sustainment approach, cannot react quickly enough to account for rapidly changing solutions and the subsequent repair instructions borne by them. The utilization of legacy TOs does not support pushing frequent updates to a weapon system’s database to ensure proper maintenance actions occur. Further, the presentation of this data must not only provide a precise solution set and instructions for the specific level of maintenance, but must also still account for the safety of the user via the incorporation of the appropriate cautions and warnings. Implementation of dynamically created solutions, and the subsequent need for tech data to support these solutions, requires we move away from the traditional technical order presentation formats seen today.

The Vision The integration of dynamic resolutions with advancements in TO formatting and sustainment infrastructure, coupled with the efficiencies provided by Voice POMx, will act as a force multiplier. Evaluations conducted by the AFRL have shown that voice recognition technology has matured to an extent that it can now be used by a technician to transfer information directly to and from a computer system. The advancements are such that technicians do not have to train the system as is common in many COTS voice packages. Using simple communicative devices (e.g., FM Radio, RF Headset, or other microphones) technicians can now open/close jobs, order parts, report or query for status, “listen” to the inspection checklist, and can use hand-held devices for positive feedback and technical manual display when needed. The visible result of this will be an apparent reduction in manpower requirements at both organizational and intermediate level maintenance. Additionally, there will be a reduction in the current supply shortfalls supported by improvements in the overall repair cycle and the capability to accurately isolate malfunctions the first time. Greg Greening is currently a Field Engineer supporting voice recognition efforts and the project manager of autonomic logistics development programs within KLSS.

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Carpe Datum (Capture the Data) Maj Mark Schmidt Air Force Material Command

$10M attributable to a low reliability memory card. That card was replaced with a higher reliability memory card with greater capacity. The LRU mean-timebetween-failure rate improved 24% with the new memory cards, resulting in 440 fewer annual depot repairs (currently at 750 LRU repairs per year). We reduced the annual PSP maintenance cost by $2-3M.

and the F-16 Logistics Operations division at Ogden Air Logistics Center (OO-ALC) established a goal to reduce F16 avionics support costs. This goal depended on the accurate identification of maintenance cost drivers at the lowest level possible to minimize investment and maximize return on Depot Repair Information Local Server investment. We are achieving our goals, occasionally exceeding expectations as we continue Costs on other items were being driven by high can not dupliour data collection and analysis efforts. cate (CND) rates. Serialized tracking enables us to quickly identi-

Research began in the OO-ALC F-16 depot repair shops and with data mining from existing information. We identified the cost drivers at the line replaceable unit (LRU) assembly level, but the available information was insufficient to support a follow-on analysis to identify the piece part cost drivers and so we began collecting more detailed data needed for analysis. Initially our data collection efforts were performed manually and retained in a spreadsheet, which ultimately evolved into a web based database application called Depot Repair Information Local Server (DRILS). To facilitate data collection we initiated a part-marking program to track the LRUs by serial number. Due to the large number of items, we also leveraged automated information technology to speed up data entry.

As DRILS evolved, management and basic analysis tools were incorporated with reports to provide information to technicians, supervisors, planners, and equipment specialists. For the technician, DRILS provides an immediate “bad actor” assessment of a serialized item and will display a complete repair history with a single click. At the request of supervisors, a shop status report was developed to provide a snapshot of the repair activity going on. Planners and equipment specialists (ES) can pull up a part number history for an item. The part number history identifies the maintenance drivers to support the planner’s material requirements. The ES uses part number history to identify the low reliability items driving maintenance and associated costs. Engineering resources can be engaged to improve reliability and ultimately reduce avionics support costs

One example of cost reduction obtained by using DRILS is the F16 Programmable Signal Processor (PSP) maintenance costs. PSP historically costs $10M annually to maintain with $3M of that

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fy, track and attack CND problems. We also track CND rates by F16 fighter wing and can identify which wings are sending fully functioning items back to the depot for a repair. We use this data to recommend procedural changes to the applicable wings and identify test station incompatibilities. Numerous software changes are being implemented to reduce CND rates and F-16 avionics support costs.

In addition to our depot efforts, the 388th Fighter Wing at Hill AFB requested access to DRILS. Upon further investigation, we learned the 388th avionics backshop was already using a local database to track their work, very similar to DRILS. We were able to absorb their data into DRILS and with minimal modification adapted DRILS to the 388th’s avionics backshop’s needs. They now use DRILS, having discontinued use of their local database.

At OO-ALC, DRILS fills the need to efficiently gather detailed maintenance data for maintenance application and supply chain manager analysis. We continue to evolve DRILS to reduce implementation costs, improve data system compatibility, integrate with the supply systems, and improve query capability. We are working with higher headquarters to evaluate depot repair shop data requirements, supply chain manager needs, possible data systems integration, and field level applications. Maj Mark Schmidt is a program manger for Depot maintenance Data Collection Systems at Ogden Air Logistics Center, Hill AFB, Utah. He can be reached at mark.schmidt@hill.af.mil.

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Air Force Portal Centralized Intermediate Repair Facilities (CIR Maj Pat Kumashiro, 1Lt Alma Guerrero, and Mr. Jeff Hotmar “Last October I had a chance to use our new Air Force Portal and see the capabilities it brings to war fighters and leaders at every echelon of command. The capabilities are impressive and we need to get them to the field as soon as possible. With just a few keystrokes we can access the real-time status of combat and mobility forces, including the location of our aircraft, and the speed, altitude, and bearing of planes in the air. We can even check the Logistics tail that supports them. This remarkable capability brings us close to real-time visibility of all Air Force assets, anywhere in the world, leading to decision quality information for the war fighter.”

Historically, this process was not a serious co based force. However, the Air Force transitio requires a global view of Air Force logistics. when deployed units leverage overseas Ce

—General John P. Jumper, 2001

How many of you have heard of or used the Air Force Portal? If you were like me nine months ago, I would have told you that the Air Force Portal did not have any utility in my job except for looking up e-mail addresses and phone numbers in the Air Force White Pages. The Portal was just another web site with a login/password that I had to remember. However, that is all about to change. What if the Portal provided you with a logistics common operating picture (COP) of all of your home station/deployed assets? What if the Portal allowed you access from your desktop computer to all logistics legacy system information using only one login/password? Sign me up! Why is this capability important? Consider your daily maintenance reporting routine. If you are a maintenance flight commander or maintenance supervisor, your flight chief or production supervisor compiles an Excel spreadsheet or PowerPoint slides with the status of your aircraft engines, Electronic Countermeasure (ECM)/Low Altitude Navigation and Targeting Infrared for Night (LANFigure 1 TIRN) pods, or avionics test stations. Once you have reviewed the information, you e-mail the information to your squadron commander and group commander. Simultaneously, you e-mail the same information to your MAJCOM functional manager. At the MAJCOMs, action officers consolidate the information and e-mail to their division chief and MAJCOM LG. Furthermore, if you wanted access to logistics legacy information, you would have to go to a desktop computer loaded with the specific application and type in your login/password. Sound familiar? This entire data collection process is time-consuming, cumbersome, and “late to need”.

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Figure 2 CIRF Toolkit.

Background In July 2001, Mr Ron Orr, then Assistant De the development of a CIRF decision support to assets during the Air Force CIRF Test f Immediately following Mr Orr’s tasking, an A Systems Group (SSG) working group collabor bilities to develop a tool to assist the USAFE tiple theaters of operation. MAJCOM and wi intensive, manual data collection process u spreadsheets and PowerPoint slides as expla identified four requirements:

Figure • View deployed aircraft availability (discus “Integrated Maintenance Data System”) • View assets within the CIRF repair cycle pr • View CIRF performance metrics (test statio • View logistics legacy systems data (CEMS


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IRF) Toolkit: Developing a Logistics Common Operating Picture s concern when the Air Force was a garrisonsition to an expeditionary air and space force ics. A logistics COP is particularly important s Centralized Intermediate Repair Facilities (CIRF) repair capability. Since CIRFs will normally repair deployed engines or pods, intransit visibility of the distribution pipeline is imperative. If you read the article on CIRFs (Winter ER, 2002), we briefly discussed the merits of a logistics COP. This article will further discuss the background, current capability, and wayahead for the Air Force Portal

t Deputy Chief of Staff for Logistics, funded ort tool to provide a COP for managing theater st from September 2001 - March 2002. an Air Staff, USAFE, ACC, and a Standard aborated on functional requirements and capaAFE/RSS* manage CIRF assets across muld wing functional managers identified a laborss using numerous non-standardized Excel explained earlier. As such, the working group

gure 3

Since the working group had a limited amount of time to develop a capability to support the Air Force CIRF Test, they decided to focus on the requirement to view the asset within the CIRF repair cycle process. However, subsequent development meetings with the other MAJCOMs revealed that this requirement applied across the Air Force and not USAFE exclusively. In fact, ACC was planning to spend between $300,000 $500,000 to develop the same capability to manage their engine inventory.

Current Capability Once the group identified their requirements, SSG/ILI, developed four

Figure 4 modules on the AF Portal Fleet Engine Status, Fleet Engine Trending Report, Fleet CIRF Engine Status, and Fleet Pod Status. (Figure 1) The Fleet Engine Status module includes an engine daily status and engine status report. Within this module, you can input/edit repair cycle information using drop-down menus by engine serial number. (Figure 2) Once the information is updated, the engine status report automatically calculates wing, MAJCOM, or Air Force inventory status, saving valuable man-hours. (Figure 3) The Fleet Engine Trending Report module provides senior Air Force leadership with an engine trending report based on a green [above War Reserve Equipment (WRE)], yellow (between allocated and required WRE), and red (below WRE) stop light chart. (Figure 4) The Fleet CIRF Engine Status module provides information on all engines that are sent to the CIRF for repair. Specific repair cycle and transportation information on all CIRF engines is updated in this module for the deployed unit. (Figure 5) The Fleet Pod Status module includes an ECM/LANTIRN pod daily status and pod status report similar to the engine module. Additionally, the module also provides the capability to update test station status allowing you to view CIRF repair capability.

scussed in Maj Mack Breeland’s article on

Way-Ahead

le process

Since the modules were completed in January 2002, USAFE, ACC, and PACAF have been training personnel on these capabilities using a comprehensive training manual developed by SSG/ILI. Initial feedback from main-

tation status)

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MS, RAMPOD, GTN, CMOS, SBSS)

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Continued from Page 23 tenance personnel has been extremely positive with users asking for additional functionality. AMC, AFSOC, AETC, ANG, and AFRC users will be added next. We anticipate that once the wings and MAJCOMS have institutionalized this capability, everyday usage should reduce the reporting workload by 25%. In the future, we expect to have single sign-on access to both

way we report logistics information. As this capability becomes a normal business practice within the Air Force, logisticians at all levels will find it easier to gather, collect, and disseminate logistics information to make timely and accurate decisions. * USAFE/RSS is a cross-functional logistics organization with maintenance, supply, and transportation functional managers. USAFE/RSS was tasked to provide logistics C2 during the AF CIRF Test from Sep 01- Mar 02.

Maj Pat Kumashiro works in AF/ILMM, Base Maintenance Policy at the Pentagon. He is pcsing this month, but can still be reached at treasurer@loanational.org.

Figure 5 retail and wholesale logistics legacy systems to gain a true logistics COP. This capability will help us link common data elements between legacy systems and the Air Force Portal, eliminating the requirement to enter common entries such as asset serial numbers.

Summary Real-time global visibility of our assets is absolutely critical in an expeditionary environment. The Air Force Portal is one tool that will fundamentally change the

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1Lt Alma Guerrero works as an Integration Manager in HQ SSG/ILI at Mazwell AFB, Gunter Annex. Lt Guerrero can be reached at alma.guerrero@gunter.af.mil.

Mr. Jeff Hotmar works as the Task Lead - IL Enterprise Requirements Office at Langley AFB. He can be reached at jeff.hotmar@langley.af.mil.


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A Day in the Life of an F-22 Raptor Maintainer Capt Mark Commentator & Capt Jim Long In the near future, the life of the flight-line aircraft maintainer will change as the F-22 Raptor begins hitting the ramp. The maintainer will depend on the F-22 Integrated Maintenance Information System (IMIS) for every task. IMIS will contain the aircraft forms, technical orders data (TOD), and links to various F-22 and Air Force systems needed to perform the day-to-day maintenance tasks. IMIS will be described below as we step through “A Day in the Life of an F-22 Maintainer.”

electronic forms in the PMA. The maintainer will review the aircraft electronic forms, noting all deferred maintenance, scheduled maintenance, and TCTO requirements. Upon review, the technician will undock the PMA from the cradle, and proceed to the aircraft.

At the aircraft, the maintainer establishes a radio frequency (RF) link and updates the aircraft electronic forms. The maintainer performs “aircraft safe for maintenance”, connects the PMA to an aircraft PMA port, After roll call, the F-22 maintainer heads to the support turns on the battery switch and starts the APU. Once section and signs out the required equipment for the the APU is started, the weapons bays and any other d o o r s /p a n e l s day. For a crew required to perchief, this will form the preflight include a toolbox will be opened, and an IMIS using the PMA. P o r t a b l e At this time, the Maintenance Aid maintainer will (PMA). The PMA perform the is the F-22 mainpower-on portion tainer’s primary of the preflight to interface between include checking IMIS and the airservicing “as is” craft. The PMA is status and coma ruggedized lapparing to the pretop containing vious “as was” commercial offstatus in the airthe-shelf (COTS) craft forms. Also, hardware. The the maintainer will PMA will be used to integrate F-22 Capt Jim Long (left) and Capt Mark Commentator (right) hold an perform an exterior F-22 IMIS PMA and interior lightmaintenance suping check to port data. IMIS will support maintenance by displaying TOD, identifying include landing, taxi, and strobe lights. Weapons bay and ordering parts (through the Standard Base Supply lighting will be checked using the PMA to turn them on System (SBSS)), managing aircraft forms, and record- and off. The maintainer will shutdown the APU and turn ing maintenance actions. Maintainers will use the PMA off the battery. The power-off portion of the preflight to interface with aircraft subsystems to command will then be accomplished. Upon completion of the maindoor/surface movements, request built-in tests, load tenance tasks, the maintainer using the PMA will docudata (e.g., operational flight plans, boresight, and cali- ment the actions and update the aircraft electronic bration), and start/stop the auxiliary power unit (APU). forms, transmitting the updated data via RF. IMIS will also be able to download aircraft data such as After completing the prelaunch inspection and updating failures, usage, and consumables. the electronic forms, the aircraft will be ready for an Prior to heading out to the flightline, the maintainer will connect the PMA to the cradle and synchronize aircraft 26

exceptional release by the production supervisor. The production supervisor establishes an RF link, requests

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the aircraft electronic forms, and reviews all pertinent data including all maintenance performed since the last flying day, delayed discrepancies, scheduled maintenance such as TCTOs, and engine data to determine air worthiness. The production supervisor will input the exceptional release block into the aircraft electronic forms, which will be displayed after the last discrepancy. Software logic will automatically assign the correct aircraft status and enter it into the exceptional release block and update the aircraft status page. The production supervisor will sign off the exceptional release by entering his employee number/PIN and the PMA will automatically enter the individual’s name in the exceptional release block. This signifies that all data was reviewed and determined satisfactory. At this point, all completed discrepancies since the last exceptional release to the current preflight will be filtered out of the active aircraft electronic forms. The aircraft is then released for flight and the F22 Status Board in IMIS shows the Wing Operations Center that the aircraft is “crew ready.” If a discrepancy is entered after the exceptional release was signed off, it automatically negates the exceptional release and notifies the appropriate personnel.

Preparing for launch, the maintainer establishes an RF link, requests the updated aircraft electronic forms, and reviews the aircraft electronic forms before pilot arrival. When the pilot arrives at the aircraft, the maintainer will have the PMA ready with the aircraft electronic forms and information required for review. The pilot will review the aircraft electronic forms and accept the aircraft by entering his PIN in the aircraft electronic forms. After pilot acceptance, the maintainer updates via RF. After launch, the maintainer reports to the expediter for additional taskings.

er can meet the jet with his PMA, hook up to the aircraft, and download limited failure information or perform failure isolation such as BIT. The pilot performs his postflight walk around, gathers all his equipment, and proceeds to the maintenance debrief. The pilot downloads the maintenance data into the IMIS database and records all pilot reported discrepancies. With maintenance debrief completed, the pilot proceeds to operational debrief for the mission debrief. Once aircraft discrepancies are downloaded they are available to the maintainer on the flightline with the PMA using the RF link. This cycle from pre through post-flight is depicted in the chart below.

In the scenario above, the maintainer chose to meet the aircraft at the spot. Upon the aircraft’s return, the maintainer connects the PMA to the aircraft and downloads the Fault Reporting Codes (FRC). The PMA automatically translates and displays the FRCs. One of the FRCs indicates a hydraulic pump failure. The maintainer documents the discrepancy, performs an RF link, and updates the master aircraft electronic forms. The parts ordering screen will include all the required information for ordering parts and configuration management. The maintainer orders the part from the flightline using his PMA. The maintainer inquires about the status of the ordered part, is informed that the part is available, and can issue the part all through the PMA.

The maintainer scans the bar code of the failed pump

When the aircraft returns, the pilot will radio in the air-

into the PMA, removes the pump, establishes an RF link and updates the electronic forms. The bar code information will be used for printing the required paperwork to turn-in the failed pump. When the new hydraulic pump arrives at the squadron supply point, the maintainer scans the bar code and logs the new part in and requests a print out of the turn-in documentation for the

craft status and can report a discrepancy such as a hydraulic system problem. Upon returning, the maintain-

Continued on Page 28

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Continued from Page 15

failed pump.

solutions. The MITWG will initially meet quarterly to review proposals and recommend solutions for implementation across the AF. The first MITWG was held in December 2001. The primary focus was selection of a standard software program for use in the Maintenance Operations Center. The second MITWG held in March 2002 focused on selection of a standard Quality Assurance software program. Additional areas being looked at include maintenance scheduling and maintenance training. Responsibility for these standardized systems is being given to SSG/ILM. A typical solution will be to field a standard tool as a basic capability and then provide upgraded capabilities in future spirals. As we continue to review and standardize systems, we are effectively reducing the 100 plus maintenance information solutions in use.

The maintainer returns to the aircraft with the new pump, performs an electronic forms update in the PMA, verifies aircraft safe for maintenance, and installs the new pump. When the new pump is installed, the maintainer performs the required operational checks: running the APU, performing BIT, and opening/closing any doors required from the PMA while standing on the ground. After the operational checks are complete the maintainer closes any necessary panels, performs a forms update via RF and the F-22 IMIS Status Boards will reflect the updated information to any agency accessing aircraft status. After completing the pump replacement, the maintainer checks with the expediter, and is then released to return tools and equipment to the support section for accountability. The PMA will be connected to the network and will automatically synchronize any additional information. Once the maintainer has cleared through the support section, he/she returns to the section office for any messages and the next day’s duty schedule from the section chief before leaving for the day.

This is just a glimpse at the world of an F-22 Maintainer and the efficiencies gained through the revolutionary use of information technology at the point of maintenance by the next generation of computer savvy aircraft maintainers on F-22 flightlines. There is a broader array of functionality in the F-22 IMIS not addressed in this article due to the complexity and/or security so we will save that story for another time. Capt Long is a graduate of the University of Miami, FL. His previous aircraft maintenance assignments include Sacramento ALC and Dyess AFB. He just finished an assignment as the F-22 Maintainability Lead and F-22 Executive Officer at the F-22 SMO. He reported to Keflavik, Iceland as the 56th RQS SMO in June 2002. Capt Long can be contacted at james.long@keflavik.af.mil. Capt Commentator is a graduate of the University of Michigan and the Air Force Institute of Technology. He has F-15 flightline experience from being stationed at the 1st Fighter Wing, Langley AFB, VA. He is currently the IMIS IPT Lead and Tyndall Site Activation Lead at the F-22 SPO, WPAFB, OH. He can be contacted at mark.commentator@wpafb.af.mil.

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Future Acquisition Strategy In February 2002, an IMDS acquisition strategy was approved to modernize and refresh legacy CAMS to serve as a baseline to integrate other core systems (REMIS, G081, CEMS and RAMPOD). Phase I will also incorporate existing mission critical applications developed by users in the field and ready them for deployment AF-wide. Examples include the pursuit of standardized solutions for tool accountability, Maintenance Operations Center and Quality Assurance. Phase II is the long-term IMDS contract which will develop the detailed architecture and integrate maintenance components for the future IMDS.

Summary There is a new acquisition strategy for IMDS that focuses on CAMS modernization, contracting out applications that lead to standardized solutions, and continued pursuit of a fully integrated maintenance system. We are working hard to provide the field with updates to core systems while integrating future technological advances into IMDS efforts. For further information, we encourage you to visit the Maintenance Information Systems web site at https://web2.ssg.gunter.af.mil/ilm/imds/imdsmain.html. Major Mack Breeland is a member of the LOA Capital Chapter and is currently assigned to the Pentagon, AF/ILMM, as the Chief, Maintenance Systems Modernization. He is a career logistics officer with experience in aircraft maintenance, munitions and transportation. You may contact him at DSN 223-9836 or e-mail to mack.breeland@pentagon.af.mil.

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Is Agile Logistics - Focused Logistics in Hiding? Should effects based logistics be developed to replace agile logistics? Lt Col Nancy Stinson Any military professional can make the statement “Logistics is the key to successful operations in a war or wartime contingency,” and most people would agree. However, ask those same people about logistics doctrine and most of the time you will probably draw a blank stare, an “uh, I don’t know shrug”, or perhaps a smirk of indifference. I don’t think you can blame anyone for giving one of those responses; after all, what is logistics doctrine anyway? Better yet, where is it published? If you look through today’s published doctrine, it would be hard to find the a definition of logistics in concert with current airpower doctrine. Where does doctrine define logistics core competencies in a manner that would agree with AFDD 2-1, which defines effects as “the operational or strategic level outcomes that Air Force Functions are intended to produce.” Why not take that statement and add logistics to it and define effects “as the operational, strategic and logistics outcome that Air Force functions are intended to produce”? Could the introduction of an “effects-based logistics concept” improve the Air Force Expeditionary Combat Support Concept? This approach could build upon the DoD concept of Full Spectrum Dominance and Focused Logistics. How can we define effectsbased logistics? How about the desired logistics effects in support of operational or strategic level outcomes that the Air Force Functions are intended to produce.

The introduction of logistics in this definition would eliminate the casual approach to preplanning the materials required for the specified outcome intended for the operation. More attention would be directed toward the development of refined logistics procedures and technology that will aid in the battle. With the evolution of just-in-time supply and two-level maintenance, we have dramatically increased the precision with which we can satisfy logistics requirements. What that means is a requirement for a far more integrated relationship between logistics and operations. Because we are increasingly able to achieve dramatic battlefield successes over very short periods of time, we can move through “phases” of a campaign much quicker. This means that logistics requirements need to focus on anticipating battlefield results, and quickly adapting logistics flows to what happens on the battlefield - instead of being reactionary, logistics must be anticipatory - two steps ahead of the next set of requirements. To me this is “Effects-based Logistics” because as the battlefield changes, logistics support not only changes but if done in an effects based approach can be used by the operators to leverage capabilities and shape the branch and sequel courses of action. The rapid response of today’s operations will determine the size and amount of logistics support, subsequently requiring

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a higher speed and accuracy of logistics operations than we have ever attained before. This requirement for rapid logistics support will continue to increase as we move further into the new century and a new space-focused mission; can you imagine filling MICAPS in a space environment?!? How would we define reachback capability then? We won’t be able to unless we have logistics doctrine to fall back on.

This argument is not fundamentally new. The real question is whether it is an evolutionary movement toward a more focused agile logistics support structure, or is it an effects-based structure needed to meet the requirements of the modern battlefield? I believe that current logistics reengineering efforts would support the latter. For example, the draft version of the Logistics Transformation Plan lists the traits necessary for a successful transformation as: time definite delivery, time definite resupply, theatre reach back to CONUS logistics centers, and develop for use, an integrated state of the art information system to source, acquire, and transport items directly to the war fighter. Major K. Noedskov wrote an article titled “Systematizing Effect Based Air Operations in the 24, May 00 Aerospace Power Chronicles that outlined his proposal to systematize the operational level effects-driven planning process. With respects to Major Noedskov, I am going to borrow his outline for identifying Centers Of Gravity, (CoGs) at the strategic and tactical level and assign Decisive Points (DP) and the associated effects at each of the three levels of war. Although I am going to borrow his framework, I will adjust it slightly to present my concept of “effectsbased logistics.”

According to current Air Force doctrine, the tenets of agile logistics are defined as time definite delivery; reach back capability Logistics Command, Control, and GCSS. These four tenets will be

Time Definite Delivery Reachback Capability Logistics Command & Control GCSS

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Deploy Sustain Protect

MC Rate Ops Tempo


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identified as logistic centers of gravity. Our desired end states will be deploy, sustain and protect. The defining points will be the operational MC rate and sustainment. (24 May 00 Aerospace Power Chronicles)

Using this proposed Four Box Model, the concepts listed above would constitute logistic centers of gravity. The cumulative effects of these four centers of gravity could impact the desired effects of an operation or a deployment. The three desired end states summarize the logistic mission during key critical elements of an operation - the requirement to deploy followed on with the need to sustain operations while protecting assets. Each of these areas constitute critical effects of the entire logistic system which could impact the operation. Logistic functions should be

considered as more than simply enablers to the Air Force Mission. We need an integrated combat operations approach that includes all the operational art elements as integral components of the air and space power execution. As Alexander the Great noted centuries ago, effects based logistics is key to operational campaign success. “My logisticians are a humorless lot…they know if my campaign fails, they are the first ones that I will slay.” – Alexander Lt Col Nancy Stinson is currently assigned to the Maintenance Directorate, HQ AETC and is the President of the San Antonio Chapter of the LOA. She can reached at nancy,stinson@randolph.af.mil.

The Capital Chapter is honored to host the Logistics Officer Association’s 20th Anniversary Conference - where it all began here in Washington DC. This year’s theme is Logistics Support for the Joint Warfighter - Today and Tomorrow and will be held at the beautiful Hyatt Regency in Crystal City from 4-6 September. We have secured 400 rooms at the prevailing government rate and can increase the room block based on demand since we expect record-setting attendance for this, the Association’s 20th Anniversary. Guest speakers include SECDEF, SECAF, CSAF, Gen Pace (Vice Chairman JCS), General Handy (CinCTRANS), VADM Holder, Lt Gen Zettler (AF/IL), Lt Gen Wald (AF/XO), Lt Gen Beauchamp (DCG, Army Materiel Command), LTG Mahan, VADM Moore, Lt Gen McKissock, VADM Lippert, as well as founding members.

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Maintenance Reorganization I originally wrote this article in the summer of 2001, but

know there are a multitude of functions that must be properly orchestrated to produce those sorties. And all of those functions must work; something as simple as a part missing from a JOAP machine or a broken LOX cart will shut down the operation. The maintenance officer/NCO team provides the leadership to pull together the entire effort, intermediate and flightline maintenance. As the challenges of maintaining an aging fleet continue to increase, putting together the best team possible will enable us to meet those challenges.

somehow it “ended up on the cutting room floor.” So my first article has been OBE, but I will attempt to turn that article from an appeal to go back to one maintenance team to some ideas on how to make the new wing organization work. The Chief’s Logistic Review (CLR) was a tremendous step in the right direction. From the maintenance perspective giving the LG responsibility for fleet health would have helped turn around the ailing fleet status, that has deteriorated since the advent of the objective wing in the early 1990s. The new wing reorganization takes the next step and puts the maintenance team back together. Our Chief of Staff, while still the Commander of Air Combat Command said the two most important things we do is to fly aircraft and fix aircraft.

One benefit of the Objective Wing was that the relationship between the flying squadron and the flightline maintainer was never better. Now that we are reorganizing, it is up to every one of us to ensure that relationship continues to improve. Our job is, and always will be, to provide combat ready aircraft to the flying squadrons. We cannot go back to the old days of, “these our are jets and you will get what we give you.” We need to take the time and explain to our Ops brethren what we can and cannot do. I have found that these are smart guys; you only need to lay it out to them once and they get it. If you do it right they will be an advocate for your plan.

Putting the maintenance team back together gives us back the synergy we lost when we split the team up. While the relationship between flightline maintenance and the flying squadron has never been better, the relationship between intermediate level maintenance and the flightline needs improvement. By being placed in the same group the teamwork between the flightline and intermediate maintenance will only get better. But there will be some challenges. The flightline needs to appreciate what intermediate maintenance does and intermediate maintenance needs to understand what the flightline is going through. This mutual understanding will go along way to getting everyone focused on the mission. Don’t ever forget what the mission is, “flying airplanes”; an old chief once told me, “the taxpayers bought those jets to fly not to sit there.” Now we need to get “back to basics”; building a solid maintenance plan that will support the required flying schedule. What it is all about is sustained combat sortie production. A strong

After 12 years of logistics crossflow, I think we finally have the right formula: crossflow within maintenance/munitions and crossflow within Supply/Log Plans/Trans. In the future crossflow between maintenance and the rest of logistics will be the exception rather than the rule. Depth in maintenance and depth in logistics, you can’t have both. The old system of crossflow created the proverbial ”jack of all trades, master of none”. We need officers that really know their business, be it logistics or maintenance. A huge benefit of this formula is that we will develop great logisticians. We grow terrific Supply, Transportation and Log Plans Officers today, but we don’t grow Logisticians. I call it logistics with a big L. I think we will find there are plenty of opportunities for logisticians to command. Maintainers went through the same consternation when the Objective Wing took away the AGS and one of the Maintenance Squadrons, but it worked fine; there were still plenty of challenging opportunities. Putting the LRS in the Mission Support Group also gives Logisticians a Group Commander opportunity. I would also like to pass on my thanks to the Wing OGs and LGs for their great support to the AEF by sending me great troops. I thought my biggest challenge would be motivating the troops, but I was wrong, they motivate me. Many of them are here for the second, third…..and even ninth time! But they get here with a great attitude and make this wing better and better. I have never been prouder to be a member of the United States Air Force.

Let me close by saying we have a great Air Force. To those of you that will have the opportunity to make the new Maintenance Group work, I envy you, the challenges will be great. But the rewards will be even greater. “Keep the Faith” Colonel Joe Rine is currently assigned to Prince Sultan Air Base, Kingdom of Saudi Arabia as the permanent party Commander of the 363d Expeditionary Logistics Group. His next assignment later this summer will be as HQ ACC/LGW at Langley AFB, VA. Col Rine can be reached at 363elg.cc@psab.af.mil.

maintenance team can produce sorties indefinitely, because we

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Col Joe Rine

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Conference Information

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Logistics Officer Association’s 20th Anniversary Conference “Supporting the Joint Warfighter - Today and Tomorrow” September 4 - 6, 2002 Hyatt Regency Crystal City, Virginia Hosted by the Capital Chapter As of June 1, 2002

Tuesday, September 3, 2002 (Pre-conference Activities) Time 1200 – 1700

Activity Golf Tournament (Andrews South and East Courses - bag lunches available)

1200 – 1900

Registration at Hyatt Regency Crystal City

1400 – 2100

Exhibitor Set-Up

1800 – 2100

Icebreaker/Recognition of Association Founders/Presentation of Golf Prizes (heavy hors d’oeuvers/cocktails)

Wednesday, September 4, 2002 Time

Activity (Spouse Tours to Washington DC Tourist Sites) 0700 – 1130 Registration Continues

Speaker/POC

0730 – 0800

President’s Welcome/Chapter Roll Call/Administrative Comments

Col Dugan, LOA President

0800 – 0815

Capital Chapter Welcome/Administrative Remarks

Maj Gen Saunders/Lt Col Reggie Hall Capital Chapter Senior Advisor/President

0815 – 0930

View From the Top (CLR, Info Sys, etc.)

Lt Gen Zettler, AF Deputy Chief of Staff, Installation & Logistics

0930 – 1000

Break in Exhibit Area

1000 – 1100

Joint Forces Air Component Commander Lessons learned during Operation ENDURING FREEDOM

1100 – 1130

Break in Exhibit area

1130 – 1300

Lunch - Luncheon Address: AFMC Update

1300 – 1330

Break in Exhibit Area

1330 – 1415

1415 – 1445 1445 – 1530

Lt Gen Wald, AF/XO

General Lester Lyles, AMC/CC

Room A

Room B

Room C

Room D

Room E

Depot Level Logistics

Munitions 101 Col Saeger OO-ALC

Advanced School of Logistics Brig Gen Collings (T) ACC/LG

F-22 Logistics Support

Maj Gen (sel) Gabreski AFMC/LG

AF Logistics Career Opportunities Lt Col Dave Blanks AFPC

Col Scott SMO-22

BREAK

BREAK

BREAK

BREAK

BREAK

AF Logistics Transformation Brig Gen Mansfield AF/ILI

Agile Combat Support Bare Base/Troop Support Maj Gen Robbins, ILE Mr. Myers, ILV (T)

CLR Panel Col Vanhouse, Col Ford, Col Morrow, & Col Atkinson (T)

Developing Aerospace Leaders BGen (sel) Newton DP-DAL

EUCOM J4 Experience

1530 – 1550

Break (Relocate to main room - in place NLT 1550)

1600 – 1645 1645 – 1750

The U.S. Air Force in the 21st Century The U.S. Air Force in the 21st Century

1730 – 2000

Reception in the Exhibit Area (heavy hors d’oeuvres/cocktails)

Brig Gen Ann Harrell

Dr. James Roche, SECAF General Jumper, CSAF

Thursday, September 5, 2002 Time

Activity (Spouse Tours to Washington DC Tourist Sites) 0630 – 0730 Chapter President Breakfast with LOA Executive Board

Speaker/POC

0730 – 0745

Administrative Comments

Col Dugan, LOA President

0745 – 0830

KEYNOTE JOINT ADDRESS

VADM Holder, Director of Logistics, Joint Staff

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Time 0830 – 0900

Activity Break in Exhibit Area

Speaker/POC

0900 – 0945

“Logistics Chain Management”

Lt Gen Beauchamp DCG, Army Materiel Command

0945 – 1015

Break in Exhibit Area

1015 – 1100

HAF and SAF Installations, Environment, and Logistics Transformation

1100 – 1130

Break in Exhibit Area

1130 – 1300

Lunch - Luncheon Address: “Where it all began”

1300 – 1330

Break in Exhibit Area (Relocate to Seminar of Choice)

1330 – 1430

1430 – 1500 1500 – 1600

1600 – 1630

Mr. Ronald Orr, AF Principal Deputy Asst Secretary, Installations, Environment & Logistics

Mr. Larry Matthews, First MOA President

Room A

Room B

Room C

Room D

Room E

Joint Logistics Support Capt (USN) Boyce Col (Ret) Gill AF PEO

TRANSCOM 101

Critical Infrastructure Protection Program Marty Henry NSWC

CENTAF

Flag Officer (TBD) TRANSCOM

AFIT Courses/ Opportunities Col Michels AFIT Log Commandant

Col Jones (T) CENTAF A4

BREAK

BREAK

BREAK

BREAK

BREAK

Joint Logistics 101

DLA 101

EAF &AEF

Applying Technology to Logistics

Col (Sel) Shattuck CDR McPeak JSJ4

Lt Col Conversino EA to VAdm Lippert

Maj Gen Pepe (T) Hq USAF/CC-EAF

Partnering with Industry (Industry Panel) Geary Wallace Moderator

BREAK

BREAK

BREAK

BREAK

BREAK

Maintenance Discussion with AF/ILP

Logistics Readiness Officer Transition

Brig Gen Hennessey (T)

Maj Gen Sullivan (T)

1630 – 1730

Mr. Reboulet

Acquisition Contracting BGen Scott SAF/AQ

20th Anniversary Banquet (Service Dress for military/business attire for civilians) 1800 – 1900

Cocktails in Exhibit Area

1900 – 2200

Banquet KEYNOTE ADDRESS: “On the Horizon” Scholarship Presentations LOA – 20 Years of Excellence Presentation

Secretary Rumsfeld, SECDEF Secretary Rumsfeld & Col Sowinski, LOA VP

Friday, September 6, 2002 Time 0700 – 0800

Activity Administrative Comments/LOA Business Meeting Introduction of new National LOA Officers/Closing Remarks Preview 2003 Conference

Speaker/POC Col Dugan, LOA President

0800 – 0845

Logistics Acquisition: Breaking Old Paradigms

Hon Michael Wynne, PDUSD (AT&L)

0845 – 0915

Break in Exhibit Area

0915 – 1000

Acquisition Transformation

1000 – 1030

Break in Exhibit Area

1030 – 1200

Joint Logistics Senior Leader Panel Planning and Resourcing Future Support

VADM Holder, LTG Mahan/VADM Moote Lt Gen Zettler/Lt Gen Kelly/ VADM Lippert/Mr. Mason (Moderator)

1200 – 1215

Closing Comments

New LOA President

1215

Adjourn

1300 – 1700

Professional Development Tours National Air & Space Museum - Garber Facility (Aircraft Restoration Facility) Pentagon

Tinker Chapter President

Ms. Druyun, SAF/AQ

Conference Information

Thursday, September 5, 2002 (continued)


Conference Information

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LOA National Conference 2002 Registration Form September 4-6, 2002 at the Hyatt Regency Crystal City, VA Send this completed registration form and check to: LOA National P.O. Box 2264 Arlington, VA 22202

Registration Information NAME (and rank, if applicable): ORGANIZATION (and Base, if applicable): ADDRESS: CITY/STATE/ZIP: DAYTIME PHONE (DSN & Commercial): EMAIL: I plan/do not plan to stay at the Sheraton. For these nights: I am/am not bringing a guest/spouse. Guest’s/Spouse’s name:

Conference Payments $

Mandatory conference registration fee for attendees and exhibitors. Early bird registration - $125 per person if you register before 8/3/02 - $150 if you register on 8/3/02 or later. Includes Founder’s Reception, three continental breakfasts, break snacks/drinks, two lunches, handouts/gratuities. I want standard lunches (chicken, lasagna, roast beef) I want vegetarian lunches

$

Annual Golf Tournament at Andrews AFB, Tuesday, 3 September 2002. Shotgun start at noon. $50 per player (military and federal employees), $60 per player (civilians) Includes bus to/from course, green fees, cart, giveaways/prizes I want to play on the same foursome as: (Teams and tee times will be posted on the web and at the course.) 231I need transportation from Hyatt to Andrews AFB. I can provide transportation from Hyatt to Andrews AFB for passengers. $ Bag lunch at Golf Tournament (Hoagie, chips, soda/water). Lunches are $6.00 each.

$

20th Anniversary Banquet, Thursday, 5 September 02. $50 for each banquet attendee. Menu includes chicken cordon bleu, garlic mashed potatoes, seasonal vegetable medley, house salad, rolls, dessert, and beverage. I want chicken cordon bleu I want a vegetarian meal

$ FREE

Thursday afternoon tours (LOA members ONLY). Please rank order choices. Due to security and space limitations, only the first 45 to sign up for each tour will be accepted. Pentagon Tour (Free) National Air and Space Museum Aircraft Renovation Center (Free)

Daytime Tours for Guests and Spouses $ $ $ $ $

$36 per person - Deluxe All-Day Washington DC Tour on Wednesday, 4 September 2002. $26 per person - Morning Half-Day National Museums Tour on Thursday, 5 September 2002. $32 per person - Afternoon Half-Day Mt. Vernon & Old Town Alexandria Tour on Thursday, 5 September 2002. $26 per person - Afternoon Half-Day Washington DC and Arlington Cemetary Tour on Friday, 6 September 2002. $26 per person - Washington by Twilight Tour on Friday, 6 September 2002.

$

Total Fees enclosed to ensure registration for LOA Conference 2002.

Make checks payable to: LOA National, PO Box 2264, Arlington, VA 22202 or register and pay online at www.loanational.org

Attendees and exhibitors are responsible for their own hotel accommodations. The Hyatt Regency Crystal City, Virginia is the official site for conference events. For reservations call (703) 418-1234 and mention that you are with the LOA Conference/the United States Air Force. Room rates: $150 for military and $165 for exhibitors.


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Conference Information

Seminars (Breakout Sessions) Please number your top 3 preferences (1-3) for each of the following seminar blocks: Wednesday, 4 September 2002 1445-1530

1330-1415 Depot Level Logistics Maj Gen (Sel) Gabreski, AFMC LG

Spares Campaign Brig Gen Mansfield, AF/ILI

Munitions 101 Col Saeger, OO-ALC

Agile Combat Support - Bare Base/Troop Support Maj Gen Robbins, AF/ILE, Mr. Myers, AF/ILV

AF Logistics Career Opportunities Lt Col Dave Blanks, AFPC

CLR Panel Col Vanhouse, Col Ford, Col Morrow, & Col Atkinson

AEF Logistics School Brig Gen Collings, HQ ACC/LG

Developing Aerospace Leaders Brig Gen (Sel) Richard Newton

F-22 Logistics Support Col Scott, AF PEO

EUCOM J4 Experience Brig Gen Ann Harrell, AF/ILM

Thursday, 5 September 2002 1330-1430

1500-1600

JSF Logistics Support Capt (USN) Boyce, Col (Ret) Gill, AF PEO

Joint Logistics 101 Lt Col Shattuck, CDR McPeak JSJ4

Maintenance Discussion with AF/ILP Brig Gen Hennessey, AF/ILP

DLA 101 Lt Col Conversino, EA to Adm Lippert

Logistics Readiness Officer Transition AF/ILG Maj Gen Sullivan

EAF & AEF Maj Gen Peppe, Hq USAF/CC-EAF

Acquisition/Contracting Discussion with SAF/AQ Brig Gen Scott (SAF/AQ)

TRANSCOM 101 Flag Officer (TBD) TRANSCOM AFIT Courses/Opportunities Col Michels, AFIT Log Commandant Critical Infrastructure Protection Program Marty Henry, NSWC CENTAF Col Jones, CENTAF A4

1445-1530

Partnering with Industry (Industry Panel) Geary Wallace Moderator Applying Technology to Logistics Mr. Reboulet

Deadline for Registration and Payment is 15 August 2002 Interested in finding more about the LOA conference? You can visit our website at www.loanational.org or contact LOA’s Director of Public Relations, Kim Kortum at pr@loanational.org. Come join us celebrate 20 outstanding years of LOA! •Engaging Speakers (Have you checked out our lineup?!?) •Fascinating Exhibits •Anniversary Banquet •Exhibitor/Attendee Mixer •Golf Tournament •Tours of Washington DC sites •Camaraderie & Fun Don’t miss out - register today! The Exceptional Release, Spring 2002

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Chapter Updates

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The Captial Chapter - Andrews AFB The Capital Chapter has been very busy preparing for the upcoming LOA National Conference and maintaining the normal hectic pace a Capital regional assignment brings with it!

In spite of all the ongoing activity, we held our quarterly professional development luncheon with our chapter advisor, Major General Mary Saunders as the guest speaker. General Saunders highlighted her vision for the chapter and discussed the importance of mentoring and professional development. Additionally, the Capital Chapter continues to be the largest chapter in LOA with a membership strength of 1 154 total members and growing. We held another successful membership drive in April and increased our membership by 10 members. We are looking forward to seeing LOA loggies from around the world at the upcoming conference. Its sure to be a good time for all and our we encourage everyone to attend the best conference ever! Please visit the LOA National website for up-to-date information, including the schedule of events and registration. See you there! Lt Col Reggie Hall Capital Chapter President

The Looking Glass Chapter - Offut AFB Offutt AFB, NE recently organized a LOA chapter, the Looking Glass Chapter. We are honored to have over 20 members (and growing) of Air Force, Navy, and civilian logisticians. The officers of the new chapter are President:

Maj John Rogers

Vice President:

Maj David Foote

Event Committee Chair:

Lt Randy Schwinler

Membership Committee Chair:

Capt Willa Panzer

Information Officer:

Maj Theresa McGowan

Since the chapter formed in December 01, we have been busy. The February meeting was a trip to the local Union Pacific Railroad transfer station. This was a fantastic trip and interesting to see the logistics required in running one of the largest railroad transfer stations in the United States.

At the March meeting we were honored to have Maj Gen Bielowicz, USSTRATCOM J3/J4 speak. We also helped our Navy members celebrate the 207th Birthday of the Navy Supply Corps. Future events include a golf tournament fundraiser, and more guest speaker luncheons. Maj Theresa McGowan Information Officer, Looking Glass Chapter

The Raptor Chapter - Tyndall AFB The Tyndall Raptor Chapter closed out a very successful year in 2001. Local chapter membership grew 150% to 37 active members. We participated in off-base trips to the F-22 and C-130 production lines at Dobbins AFB and the F-15 depot functions at WR-ALC. Members hosted a Raptor Chapter Golf Tournament, a Membership Dinner with spouses, as well as numerous informative meetings where members hosted briefings/tours of various base agencies/functions to include 325th Munitions Flight, 82 ATRS F-4 CMOS modification program, 53 Weapons Evaluation Group, 1st Air Force, 325th Contracting Squadron’s and their Air Force Contingency Acquisition Program, Missile Maintenance Career Field briefing, Chief of Staff Logistics Review briefings, and the list goes on and on.

This past year we designed our own Raptor Chapter logo for shirts/memorabilia, created our own website which has been spotlighted on the National LOA Website recently, and built our own LOA table proudly standing in the Tyndall O’Club Checkers Bar. The year closed out in Jan 02 with the new election of officers, with Maj Sandy Koerkenmeier, 2 FS/MA, as our new President, and Capt (sel) Sarah Bestrain, 325 FW/XPL, as our new Vice President.

We look forward to an exciting and busy year in 2002 as we prepare for the arrival of our first F-22 in Feb 03! Maj Monty Deihl Outgoing President, Raptor Chapter

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Greetings from the mighty Crossroads Chapter at Tinker AFB! So far we’ve had a great year and have many more events planned. Since our last update, we hosted a 2-day visit from the Air Capitol Chapter (McConnell). They toured the KC-135 and engine production lines, received a brief on the status of the KC-135 fleet directly from our engineers, and viewed an ABDR demonstration from our local CLSS. They even had time for lunch with Brig Gen (Sel) Polly Peyer, our Propulsion Director and finished the evening with a visit to the Oklahoma City Bombing National Memorial.

We held our annual membership drive in February raising our active member roster to 133! This makes us the second largest chapter…watch out Capitol Chapter! Brig Gen (Sel) Polly Peyer served as our guest speaker on Tinker’s benchmarking with industry efforts. We also had a social event to show off our winning 2003 conference bid video with free eats. In addition, Col Reggie Banks, Tinker’s Engine Contracting Division gave us insights on the ’01 promotion board. Lastly, we made our annual visit to the local VA hospital to spread some holiday cheer, to exchange “war stories” and to honor our heroes. If you’ve never had a chance to visit a VA hospital I highly recommend it… you will leave very pumped up!

We also have some great events planned in the next few months: We are lucky to have 4 Senior Executive Service (SES— meaning general officer equivalent) civilians at Tinker and plan on having them speak to us as a panel in April. We also have some outstanding tours scheduled as follows: Tinker’s Navy TACAMO, a Wal-Mart distribution center, and American Airlines heavy maintenance facility in Dallas, TX.

Please check out our chapter website. Capt Dave Benedict has made several great updates…due to his extraordinary efforts LOA National decided to list us as their Feature Chapter!

We are very excited about hosting the 2003 convention…stay tuned to our website for the latest and also check out the Oklahoma City Convention and Visitor’s Bureau websites: http://www.okccvb.org/ and http://www.bricktown.com. We look forward to seeing everyone in Washington D.C. for this year’s conference and wish you all a great year!! OKC in 2003!! Capt Rob Triplett LOA President, Crossroads Chapter

The San Antonio Chapter - Randolph AFB On Thursday, 17 April 2002, Lt Col Steve Morani, Commandant of the new AF Expeditionary Logistics School gave a presentation to 35 members of the San Antonio Logistics Officer Association. Lt Col Morani’s engaging presentation detailed the development of the new school and displayed the current timeline leading towards the first class scheduled to start in January 2003. The school will provide graduate level instruction in effect-based logistics to increase an operational wing’s war fighting capability and lethality. Graduates will be competent in the complete spectrum of expeditionary logistics war skills ranging from mobility through reconstitution.

The Exceptional Release, Spring 2002

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Chapter Updates

The Crossroads Chapter - Tinker AFB


Chapter Updates

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The High Flight Chapter - Beale AFB Two Birds with One Stone - Pro Development/Mentoring

Recently a newly revitalized Beale High Flight Chapter organized a professional development trip. Beale, which houses the U2, and will be incorporating the new Global Hawk took the opportunity to enlighten a number of company grade officers with a tour of the LockheedMartin Palmdale Plant. Six Lieutenants, one Captain, and our Logistics Group Deputy Commander, Colonel Dufresne participated in the tour. The CGOs who attended were: three log planners, one aircraft maintenance/quality assurance, one from ammo, one transporter, and one aircraft maintenance/munitions.

We started the three-day trip by stopping at Los Angeles Air Force Base, home of the Space and Missile System Center. We were able to see a different kind of career opportunity related to the depot side of the force. In fact, one of the Lieutenants in our group is planning on a permanent change of station after talking with an individual there.

The next stop was the Palmdale Plant where all of the phase maintenance and upgrades for the U2 airframe are conducted. Palmdale had asked Colonel Dufresne to come on a tour, and a small group of CGOs benefited by making it a professional development/mentoring trip. The tour was outstanding. We were able to learn more about the aircraft including its sensors than I ever could have imagined before the trip. I am a munitions officer and will eventually career broaden into aircraft maintenance, so this was a great opportunity for me. All the CGOs who have never worked in a depot learned about those career opportunities and now understand more about how the wholesale portion of the Air Force. The U2 operation was very large and extremely intensive. My best guess at what it takes to perform an operation like this would not have been close before this trip.

The last leg of the trip was a look at the Global Hawk accompanied by briefings on the airframe. Looking at the two airframes back to back was very interesting. It gave us a peek at what people far above our pay grade would have to consider when funding these multi-million dollar projects. This stop also gave us a glimpse of the test world as a whole and all its rarities.

The trip was only three days from start to finish, but the knowledge gained at the three stops in Southern California was extremely beneficial from a logistics career development point of view. I feel extremely fortunate to have had the opportunity to participate in this trip. The leadership within Beale’s Logistics Group and the leaders of the local LOA made it possible. This being my first assignment, I do not know the regularity of trips like this, but I do know that it should be the standard. I learned more from three days in a small group of CGOs escorted by an O6, than I ever could have crammed into an auditorium with 200 other Lieutenants. 2Lt Tom Thorp Secretary, High Flight LOA Chapter Beale AFB, CA

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POPE’S LOA BEGINS CIVILIAN BUSINESS LIAISON PROGRAM Pope’s Logistics Officer Association recently instituted an invaluable program known as the Civilian Business Liaison program. The program’s intent is to familiarize Pope’s logistics officers with the latest in civilian logistics operations. As part of the program, we are planning trips to visit local area businesses and see first hand how they are managing their logistics operations. The exposure to civilian logistics practices will not only improve our awareness of logistics management in civilian business, but will also potentially lead to enhancing the military’s management of logistics.

On February 15,the Pope LOA kicked off the Civilian Business program and visited The Fayetteville Observer, Fayetteville North Carolina’s premier newspaper. Mr. John Holmes, personnel director and public affairs representative for The Fayetteville Observer, led the group on an invaluable tour of the newspaper’s facilities. Officers in attendance saw firsthand how the newspapers management handled the logistical issues involved with publishing and delivering their product to the Fayetteville community. Many aspects of paper production were discussed including state of the art printing technology, maintenance of their multi-million dollar printing press, quality assurance in production and delivery, and personnel training and accountability. The tour proved to be extremely beneficial and was a great start to the LOA’s civilian business initiative.

The LOA looks forward to future opportunities with other local businesses, as they provide an excellent opportunity for improving their awareness and knowledge of logistics management. Through this awareness and exposure to our civilian counterparts, we will inevitably become better managers of our military’s extensive logistics operations. 1Lt John Schloss Pope LOA

The Northern Lights Chapter - Elmendorf AFB Even though we have long winters in Alaska, the logistics business does not slow down. Our chapter is pursuing heavy emphasis on visits to commercial logistics activities for professional growth along with exploiting the joint environment available with Fort Richardson next door. Last year we completed a series of meetings and visits focused on sealift. The Port of Anchorage shared their strategic plan and Totem Ocean Express allowed LOA Chapter participants to tour a vessel and watch intermodal container operations in action. We are focusing on rail operations with Alaska Railroad. The air cargo hub in Anchorage is growing and the “Top of the World Logistics Conference” hosted by the Anchorage Economic Development Corporation allowed logistics officers from across the services to network with our corporate peers and learn quite a bit about the oil industry in Alaska and commercial air cargo movement to and from the Far East. United States Pacific Command and Alaskan Command provided the corporate attendees insight on the changes in the exercise strategy for NORTHERN EDGE based on our CINC’s strategic vision and the forthcoming bed down of the Army’s Interim Brigade Combat Team in Alaska. Each of these will have profound impact on logistics and we are seeing significant investment in our vast range complex to improve aircrew training to make your unit deployments to Alaska worth while.

We are even watching a fledgling space launch complex grow on Kodiak Island offering insight to space logistics. Take a virtual tour of the Kodiak Launch Facility at www.akaerospace.com

The horizon in Alaska is huge and offers logisticians the chance to examine many areas of the business during their overseas tour. Watch us grow in a fabulous joint environment! Logisticians Make It Happen! Lt Col Dave Underwood President, Northern Lights Chapter

The Exceptional Release, Spring 2002

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Chapter Updates

America’s 911 Chapter - Pope AFB


Chapter Updates

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The Miss Veedol Chapter - Misawa AB “Konnichiwa” from the northern tip of Japan, the land of the “Rising Sun.” The loggies of the 35th Fighter Wing “Wild Weasels” are pleased to announce the formation of Misawa’s Miss Veedol Chapter of the Logistics Officer Association. Due to numerous TDYs and deployments, it took a few months. Along with ratifying our by-laws and electing our leadership, we also added 13 new members to the LOA. Our elected officers were: President: Capt Chris Melcher, 13 FS, Sortie Generation Flight Commander Vice-President: Capt Scott DeLorenzi, 35 MXS, Maintenance Supervisor Treasurer: Capt Mark Vanderkinter, 35 MXS, Munitions Flight Commander Secretary: 2Lt Adam Grimm, 35 MXS, Propulsion Flight Commander Membership Officer: 2Lt Jason Kneuer, 35 MXS, Avionics Flight Commander Japanese Air Self Defense Force (JASDF) Liaison: 1Lt Katie Davis, 14 FS, Sortie Support Flight Commander Other founding members were: Col Marvin Cook (35 LG/CC), Col Steven Dawson (35 LG/CD), Lt Col Jeff Lowdermilk (35 MXS/CC), Maj Anthony McGraw (35 CONS/CC), Maj Joel Schmick (35 LSS/CC), 1Lt Erin McClain (35 SUPS), 2Lt Eddie Adams (35 MXS/LGMF), 2Lt John Groff (35 MXS/LGMC), 2Lt Wanda Jordan (35 CONS), 2Lt Aaron Maynard (35 MXS/LGMW), Mr. David Williams (AFETS). We have already had two social functions with our Japanese Air Self Defense Force (JASDF) friends and plan on exchanging tours and informative briefings in the upcoming months. We will also be actively soliciting our U.S. Navy brethren assigned to the Naval Air Facility and the temporary active duty (TAD) personnel assigned to the P-3 units to join the LOA ranks. We are all very interested to understand the similarities and differences between Air Force logistics and Navy/JASDF logistics. Our Chapter name comes from Clyde Pangborn and Hugh Herndon, Jr., who made the first non-stop flight across the Pacific Ocean in the Bellanca “Miss Veedol”, taking off from Samishiro Beach, 280 miles north of Tokyo, on October 3, 1931. The 300 lb. landing gear was dropped to decrease weight and extend the range, and the belly of the plane was reinforced to withstand the landing. When the fliers landed in Wenatchee, Washington, 41 hours later, they had covered 4,558 miles without incident. “Miss Veedol” was a Bellanca CH-400 powered by a 425 hp Pratt & Whitney Wasp engine. We are looking forward to an exciting year and continued growth! Capt Chris Melcher President, Miss Veedol Chapter

The Flying Yankee Chapter - Bradley ANGB It has been a busy few months for the Flying Yankee Chapter. A majority of our members deployed to Kuwait to support our rotation for AEF 7/8.

When we returned home, we hosted Lt Col Pete Leahy the commander of the Defense Contract Management Agency (DCMA) resident office at Pratt & Whitney. Lt Col Leahy explained DCMA’s role as a combat support agency and how they help the logistician in the field get the job done. He explained how the role of the contract management office (CMO) has changed from oversight to risk management and partnership with the contractor.

The 100% membership in the LOA at Bradley and being the first LOA chapter in a field ANG unit helped the 103rd Logistics Group earned the ANG Maintenance Effectiveness Award for 2001 in the Small Aircraft Category. The award helps demonstrate that the 103 FW is the “Best A-10 Unit in the Universe.” The hard work of many of our members was recognized in March when MG William A. Cugno, The Adjutant General of the State of Connecticut, presented the award to Lt Col Fred Miclon, 103 LG/CC and the 103 LG SNCO, NCO, and Airmen of the Year. Lt Col James Works President, Flying Yankee Chapter

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Like all other Air Force bases, Hill is a very busy place. Without doubt, however, the last several months have been extraordinarily hectic and challenging—-practically non-stop action for everyone.

As the war against terrorism continues on, the depot (OO-ALC) has continued to stay tremendously busy providing logistical support to the F-16, A-10, C-130, Minuteman III, and Peacekeeper communities. Additionally, providing Air Force-wide item management and depotlevel overhaul and repair on all types of landing gear, aircraft wheels, brakes and tires keeps continues to be a challenge. Last but by no means least, the responsibilities associated with being the focal point for all conventional air munitions, solid propellants and explosive devices used throughout the Air Force has kept the Center in the thick of all operations overseas. And of course none of this work could be carried out effectively without the tremendous support from the always-busy loggies in the 75th Air Base Wing. The folks in the 388th and 419th Fighter Wings have absolutely had their hands full, too. In addition to supporting the day-to-day requirements of four F-16 squadrons, there’s been a huge increase in the pace of operations due to homeland defense operations at several locations, supporting increased requirements for AEFs and of course the massive effort to make the Olympics the safest place on earth for its duration. All in all, Hill continues to stay busy and is working hard to support numerous activities throughout the Air Force.

Our local LOA chapter, the Wasatch Warriors, continues to thrive. We’ve now got over 80 national LOA members and attendance at our monthly meetings usually range between 50-60 people! At one of our recent meetings, we had a great 4-person panel of O-6s, each with experience as a Logistics Group Commander, that fielded questions about what they look for when hiring squadron CCs, SMO, and executive officers. Hearing first-hand what they deem important and how to best pursue these type of opportunities was very beneficial to our membership. In March, we had a team from AFPC brief us on numerous assignment issues, promotion happenings and various logistics officer opportunities. Additionally, each officer was given the opportunity for one-on-one career counseling sessions with the folks from AFPC. Our upcoming meetings and tours hold the promise of being very educational and rewarding as well. We’ve got MG Bergren, OO-ALC/CC, on tap to talk to us about the pending depot maintenance reorganization at the three Air Logistics Centers. And in May, Col Ford from the Air Staff ILX office will be visiting us to give the latest status of the Chief of Staff Logistics Review (CLR). On top of all that, we’ve got a visit from the Luke LOA chapter, a trip to Nellis, and preparations beginning for our 2nd Annual Hill LOA Combat Dining In coming up. One last thing to pass on—-we were recently awarded permission from the National LOA Executive Board to expand our line of LOA clothing. In addition to the very popular black t-shirt and golf shirt, we now will be making a LOA jacket, sweatshirt and turtleneck available for sale. All of our products are high quality and have a great design. Make sure you take time to check out our ad in this issue and also the information available on the National LOA web site. Remember, it’s not too early to order your products now for the conference in Washington, D.C. Do you really want to be the only one not wearing a LOA golf shirt on the golf course? Maj Kevin Sampels, Vice President, Hill LOA Chapter

The Magnolia Chapter - Keesler AFB Greetings from the sunny South! The Magnolia Chapter at Keesler got off to a rousing start in January 2001. We were fortunate to obtain Col Kent Mueller as our first guest speaker and followed up with a visit by Col Armand Grassi when he was still the LG at Tyndall. We had many more irons in the fire but everything ground to a halt after 11 Sep. We are back on track now. We held our business meeting in April 2002 and elected our new slate of officers for the next year. I am proud to announce the selection of these individuals: President - Lt Col Darryl Sweetwine, Deputy CC, 81st LG

Vice President - Capt Mike Stephens, Avionics Flt Chief in the 332nd TRS.

Treasurer - Lt Pat Doran from the 81st Contracting Sq

Information Officer - Ms Tobi Moore, 81st Asst Deployments Officer

As the founding president, I need to thank a few folks for the support they gave in ensuring the chapter went from dream to reality. First kudos go to Lt Kelli Roche. She was the lynch pin in the whole process. She made just about everything happen. I would have been lost without her. I wish her the best in her new assignment to Yokota AB, Japan. Of course, I never could have tasked her so heavily if the chapter formation didn’t have the LG’s backing. My hat’s off to Col Less Calahan, 81st WG LG (now the LG at Beale) and Lt Col Paul Waters, 403d Wing LG for their support in making it all happen. I’d also like to thank Col Mike Altom, our new 81st LG, for continuing the tradition and backing the Magnolia Chapter. It’s been a great ride and I wish Lt Col Sweetwine and his staff all the best as they lead us to new heights in the coming year.

The Exceptional Release, Spring 2002

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Chapter Updates

The Wasatch Warrior Chapter - Hill AFB


Chapter Updates

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The Heart of Dixie Chapter - Maxwell AFB Who are we? We are the Heart of Dixie Chapter located at Maxwell AFB and Gunter Annex. We are a diversified group of organizations consisting of Air Force Logistics Management Agency (AFLMA), Standard Systems Group (SSG), and Air University (AU). Each of these organizations has a number of logistical professionals at the top of their game. Most of these people not only guide the logistics efforts of the Air Force, but in many cases define policy, procedure, and the very composition of Air Force logistics today.

The AFLMA is a premiere logistics organization, generating solutions today, shaping tomorrow’s logistics. Each area of logistics is represented at the Agency. AFLMA has expertise in supply, transportation, maintenance, logistics plans, and contracting. In every one of these disciplines, the Agency formulates, researches and recommends policy for the Air Force. The Agency produces cutting edge logistics publications such as the Logistics Officer Handbook, AEF Fuels Pamphlet, History of Supply, Maintenance Metrics, as well as many others. The Agency is also the origin for the Air Force Journal of Logistics, which features articles discussing issues of concern to the Air Force today. AFLMA also partners with juggernauts of the logistical and research world such as RAND, Synergy Inc., and the Logistics Management Institute. The SSG manages information technology contracts and standard information systems programs commonly used at all active and reserve Air Force bases and many DoD agencies. SSG is responsible for acquisition, development, and sustainment of secure combat support information systems, and provides data processing and communications computer systems and capabilities to major commands and Air Force bases around the world. Basically, SSG links logistics to the key enablers of information and data management.

AU is the Air Force’s professional education leader. The AU units located at Maxwell include Officer Training School (OTS), Squadron Officer College (SOC), Air Command and Staff College (ACSC), Air War College (AWC), Ira Eaker College for Professional Development (CPD), and College of Aerospace Doctrine, Research and Education (CADRE). OTS provides new officer recruits with their introduction to AF and logistics. SOC provides the next level of professional education to our officers. ACSC is the Air Force’s intermediate professional military education school that prepares field grade officers of all services, international officers, and US civilians to assume positions of higher responsibility within the military and other governmental arenas. The logistics officers that attend are future logistic leaders in both military and industry. AWC prepares today’s Air Force logistics leaders to lead at a strategic level. These are the people who will decide the look of logistics in the near future. CPD provides training for future logistics group commanders. Lastly, we have the CADRE, which is the center for the development of the Air Force warfighting competencies at the operational and strategic level. Needless to say, we have highly educated and diverse individuals who not only are leaders in the world of logistics, but in many instances develop and drive the very nature of logistics in the Air Force today. What have we done? In the last quarter, we have held three local gatherings with talks and briefings as the focal point. In January, Col Ben Young, AMC Chair for the Air War College, spoke on AMC operations overall as well as AMC participation in Operation Enduring Freedom. In February, we held two meetings. First, Brig Gen Hank Taylor, Deputy LG, AFMC, discussed the current direction of AF logistics at a breakfast get-together. Later that month, Lt Col Brad Lafferty, who worked directly for Gen Franks to develop the concept of operation for Enduring Freedom, presented some keen insights on the planning and subsequent development of operation Enduring Freedom. We also held our elections in February. Capt James MacKenna was elected President, Capt Todd Groothuis was elected Vicepresident and Capt Jason Masciulli was elected Treasurer.

Where are we going? We are currently trying to schedule a trip to Warner Robins for a tour of the depot. Also, we intend to hold bimonthly logistics round-table starting in May. We are preparing to welcome incoming logistics students to ACSC and AWC providing them with an opportunity to maintain an affiliation with LOA during their school year. Capt Wes Manship and Capt Tim Gillaspie

The Zia Chapter - Cannon AFB The Cannon AFB Zia Chapter recently elected new leadership for the LOA here. The new positions are : President - Capt Nate Palmer, 27th Transportation Squadron

Vice Pres - 1st Lt Sarah Nolan, 524 Fighter Squadron

Treasurer - 2nd Lt Jeurney McBride, 27th CRS

Recorder - 2nd Lt Brian Bonehill, 27th EMS

Capt Nate Palmer President, Zia Chapter

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LOA would like to welcome recently commissioned 2nd Lt Rich Gukenberger. Rich is assigned to the Jacksonville Air National Guard. Prior to his commission, he worked on the F-15 as a civilian in the Air National Guard, and the F-16 as an active duty enlisted person.

USAFE RAF Lakenheath Lt Col Stephen Sheehy - 492 FS Squadron Maintenance Officer; Lt Col Alex Cruz Martinez - Deputy Commander, 48th LG

RAF Mildenhall Capt Robert Pata - Chief, Logistics Plans and Programs

Ramstein AB, Germany Capt Mark Hesse - OIC, Sortie Generation, 632 AMSS

Rota Naval Air Station, Spain Maj Kimberly Black - Director of Operations/Deputy Commander

Italy, Aviano AB Maj Teal Clark - Maintenance Supervisor, 31 MS, Maj Douglas Meikle - Chief, Logisitics Operations, 16 AF

Alabama, Maxwell AFB Capt Richard Morbidelli - OTS Flight Training Officer; Capt Todd Groothuis - Chief, War Reserve Materiel and Special Projects; Capt James MacKenna - Chief, Maintenance Reengineering Section

Alaska Eielson AFB Maj Daniel Runyon - 18 FS SMO; Capt Joseph Huscroft - 18 FS Sortie Generation Flt CC

Florida Eglin AFB Capt Nolan Longmore - Wing Support Flt CC; Capt Ryan Rowe - 40 Flight Test Squadron Flt CC; Capt Joseph Baniak - MX Superintendent, 46 MS; Mr. Herb Steeb - Chief of Maintenance Control, 46 TW

MacDill AFB 1st Lt Adam DiGerolamo - LG Executive Officer; Col James Silva - Chief, joint Intelligence & Information Systems Logistics; Col Alfred Rodriguez - Inspector General, US Special Operations Command

Hurlburt Field Capt Dean Judge - Chief, Fixed Wing Section; Capt Tara Morrison - Contracting Officer, HQ AFSOC

Tyndall AFB Capt Juan Rios - Chief, QA Evaluator; Maj Brian Zeltins - Chief, Logistics Inspections; Capt Dwight Minnick - 95 FS Sortie Generation Flt CC; Maj Mark Connell Munitions Flight Commander; Lt Col Michael Neeley - Deputy Commander for Maintenance

Illinois, Scott AFB Capt John Franklin - MAJCOM Regional Operations Director; Capt Kenneth Timko Staff Maintenance Office, HQ AMC; Maj Charles Nesemeier - C-17 Weapons System Support Chief; Brig Gen Peter Hennessey Director of Logistics, Air Mobility Command; Capt Don Wilcox - Chief, Cargo Operations, HQ AMC; Lt Col Gage Bleakley - Deputy Commander, 375 Logistics Group

Louisiana, Barksdale AFB Capt Timothy Gillaspie - Flt CC, 2nd TRANS

Eielson AFB

Maryland, Andrews AFB

2d Lt Renee Niskanen - OIC Base Support Plant; 2d Lt Jay Bertsch - Aircraft MX Officer; Mr. Truman Nordhougen - JIRSG Program Manager; Lt Col Robert Laws - Director of Operations, 732 AMS; Ms. Jennifer Fletcher Chief of Deployments; 2d Lt Andrew Huffman Propulsion Flt CC

Capt Phillip Hendrix II - Flt CC, 89th Contracting Squadron; Lt Col Robert Hoback - Chief, Logistics Plans Division, HQ ANG; 2Lt Col Arnold Flores - Deputy Commander, 89 LG; 2d Lt Stephen O’Leary - OIC Support Agreements, 89 Airlift Wing Logistics Plans

California Beale AFB Col Jon Dufresne - 9 LG Deputy Commander

Travis AFB Capt Jeffrey Hayden - Sortie Gen Flt CC. 60 AGS; 2d Lt Shannon Bachman - Assistant Flt CC, 60th Supply Squadron

Delaware, Dover AFB 2d Lt Michael Bliss - Accessories Flt CC; Capt Travis Condon - Air Freight Flt CC; Maj Laurel Smyth - LSS Commander; Maj Troy Vokes (USAFR) - 512 LSS

Georgia Moody AFB Col Kenneth Wiechert - 347 LG Commander;

Robins AFB Lt Col David West - Chief, GPS Division; Brig Gen Randolph Ryder - Director of Logistics, HQ AFRC

North Carolina, Seymour Johnson AFB Col Steve Wilson - 4th LG Deputy Commander; Lt Col John Bukowinski - 4th EMS Commander; Maj Alvin Porter - 4th LSS Commander; Col John Herd - 4th LG Commander

Oklahoma, Tinker AFB Capt Ken Norgard - Aircraft Maintenance Officer; Col Patrick Doumit - Chief, Fighter Propulsion Division; Col Andrew Busch Chief, Propulsion Management Division; Mr. Gaddis Gann - Director, Specialized Management

New Jersey, McGuire AFB Maj Ray Roessler - Ray and his wife Annette are leaving Maxwell AFB where he’s just finished up ACSC and are moving to McGuire AFB, New Jersey. There Maj Roessler will take command of the 305th Maintenance Squadron.

The Exceptional Release, Spring 2002

Oklahoma, Tinker AFB Col Louis Eckhardt - Deputy Propulsion Product Group Manager; 1st Lt Heather McLarney - Production Engineer; Mr. Edward Rua - Program Manager; Mr. Sean DeLaney European Participating Governments (EPG) Logistics Manager; Col Francis Alfter - Deputy Director, Airborne Accessories; Col Ronald Blickley - Chief, Propulsion Production Division; Capt Jennifer Bradley - Deputy Chief, Engineer and Analysis Branch

South Carolina, Charleston AFB Lt Col Herbert Phillips - 437 MS Commander; 2d Lt Jerrymar Copeland - Fabrication Flt CC; Capt Steve Dean - Sortie Generation Flt CC; 1st Lt Bary Flack - Combat Readiness & Resources Flt CC

Utah, Hill AFB Capt David Dutcher - Logistics Career Broadening Officer; 2d Lt Raymond Fike III Asst Mx Flt CC, 388 EMS; 2d Lt Abigail Ramos - Wing Support Deputy Flt CC; 2d Lt Allen Husted - Logistic Plans Officer; Capt Michael Lenehan - Operations Branch Chief, Air-to-Surface Munitions Directorate; Capt Tanya Kubinec - T-38 Lead Program Manager; 2d Lt Jason McDonald - OIC, Deployments & Systems; Capt Gregory Lowe - Maintenance Officer

Virginia Pentagon Lt Col Mark Atkinson - Executive Officer, Directorate of Maintenance; Lt Col James Hall - Staff Officer, Transportation Directorate; Lt Col Russell Hall - Chief, CSAF Logistics Review; Lt Col Jim Eilers - Chief, USAF Supply Transformation Team; Col Cynthia Islin - ANG Advisor to Directorate of Supply; Col Joseph Seawell - Shift Director, AFCSC; Col Michael Van House - Chief, Supply Fuels Policy Division; Lt Col Robert Shaw - Chief, Strategic Airlift; Mr. Russell Beasley - Logistics Management Specialist; Col Armand Grassi Associate Director for Logistics Resources; Lt Col Marilyn Peppers - Chief, Plans Branch, War & Mobilization Plans; Maj Jay Jennings Chief, Deployment Policy & C2 Log Systems; Col Dan Steele - Chief, Joint Strategic Logistics Team; Col Sharon Disler - Chief, Munitions, Missiles, & Policy Division; Col Ernest Plott Liason Officer, US Military Representative to NATO

Langley AFB Lt Col Shannon Crowley - Chief, F-16 Weapon System Team; Capt Kimberly Kadryna Executive Officer, ACC Directorate of Maintenance and Logistics; Lt Col Casey Hughson - Chief, Advanced Programs Logistics; Col James Hass - Deputy Chief, Aircraft Division; Lt Col Barbara Reynolds - Chief, Battle Management Team; Lt Col Michael Walters - B-52 Branch Chief; Maj Mark Fluker - Chief, Joint Strike Fighter Logistics Branch;

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New & Renewed

Special Welcome


On-The-Move

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1st Lt Adam DiGerolamo writes:

Col Bob Drewitt (Ret) writes:

Col (Ret) Gary R. Sandiford writes:

“I’ll be PCSing to McChord AFB WA in March to the 62nd Aircraft Generation Squadron. All concerned should be able to reach me in the Production Office, within Silver Flight.”

“Last November, I completed my three-year contract with Sacramento County helping them successfully take ownership of the former McClellan AFB. I am now the President and COO of Alpha Research & Technology, Inc (www.ARTruggedsystems.com). All my current info is in the LOA Directory. Look forward to seeing everyone in DC in Sept.”

“I retired from the Air Force in July ‘01 while serving at HQ DLA. After traveling around the country for three months, I accepted a position at Defense Supply Center, Richmond (DSCR). I am working to develop a Strategic Supplier Alliance between Boeing and DLA. DSCR is a great place; super people and a vital mission.”

Major Dennis P. Dabney writes:

“Reassigned from 913th Logistics Group Commander, to 433d Logistics Group Commander, Lackland AFB, Texas (the C-5A Wing at Kelly Annex).”

Maj Mark A. Connell writes: “Recently promoted to Major and preparing to move to Kirtland AFB, NM to be the new 58 MXS’ Maintenance Supervisor. Plan to PCS in early May 02.” Lt Col (sel) Richard P. Schwing writes: “Well, the time has come for me to leave Japan. I have been here 5 years now (3 in Okinawa prior), last 2 as the Commander of the 374th Transportation Squadron. I am PCSing to Sheppard AFB, TX, in June 02 to take command of the 373rd Training Squadron. If you’re ever in Wichita Falls please stop by!” Captain Michael Shetler writes: “Said ‘goodbye’ to Kunsan in December and I’m now here at the HQ Air Force Safety Center at Kirtland. Currently working in “MOFEland” (Memorandum Of Final Evaluations) in the Flight Safety Division.” Maj Bryan L. Runion writes: “I wanted to pass along that I have moved from Tinker AFB OK, where I was the Senior Air Reserve Technician(ART)/OIC Logistics for the 507 CLSS. I am now on an extended active duty tour (2 years) at Randolph AFB TX. My new assignment is Flight Commander, Information Systems & Resources Flight, Air Force Occupational Measurement Squadron, Randolph AFB TX. Also, would like any info on LOA for the Randolph/San Antonio area.” Major Ken Bowling writes: “I completed my duties as Speechwriter to the Commander of AFMC and now work Senior Officer Assignments for AFMC. I will be heading to ACSC this summer and hope to make the Logistics SQ/CC list again for ‘03. Serving the AF as a SQ/CC is my goal.”

“I PCS’d from the 436th AGS Maintenance Supervisor position at Dover AFB to HQ AMC LG staff at Scott AFB. I will be standing up the Logistics Compliance Branch for the command. I got married back in November and look forward to the staff experience.” 1st Lt Robert Rowton writes: “Hello fellow LOA members! I am moving across base to become the OIC of the Eielson Command Post. Our LOA chapter recently elected the following officers: President: Capt Brady Wilkins (354 MXS), Vice President: 2d Lt Rick Parent (354 TRANS), Treasurer: 2d Lt Joe Toup (354 MXS), and Recorder: 1st Lt Robert Rowton (354 SUPS)” Major Kimberly Black from Rota, Spain writes: “I wanted to put in a ‘moving’ comment so my fellow loggies can find me. I’ve been hiding on a Navy Base for close to 3 years and drop off of a lot of radars! I can’t wait for the convention in DC either!!” Lt Col (Ret) Joe Shurila writes: “I am happy to announce as of 1 March 2002, I have retired from our magnificent Air Force. To all of you that I’ve served with in the last 30 plus years—thank you. It was an honor to serve with all of you and I was blessed being surrounded by the world’s best. My prayers go out to you as you continue to defend our nation. God speed and you can reach me at Shurila@aol.com. See you on the golf course.”

LtCol Gary Blaszkiewicz writes:

Maj Julie Plummer writes: “I am now at Kadena AFB, Japan as the Operations Officer for the 18th Logistics Readiness Squadron (Provisional).” Major Carol A. Johnson writes: “I have left the C-141 product directorate and moved to be the executive officer for the new WRALC commander, Major General Wetekam.” 1 Lt Scott Pendley writes: “Recently PCS’d to Langley AFB from Dover AFB. Currently working as the Maintenance Flight Commander in 1st EMS.” Capt Brian “Mac” McHenry writes: “Will be getting back to maintenance at Pope AFB this Spring after his tour at Robins AFB with the Reserve Command IG Team.” Col Michael P. Aeillo writes: “Received a short notice assignment to leave beautiful Tucson where I was the 12AF LG and head to the Pentagon as the Deputy Special Assistant to the Chief of Staff for EAF matters.” Capt Matthew Paskin writes: “I’ve concluded 3 great years at Misawa AB, Japan as Sortie Generation Flt/CC, and PCSing in Apr 02(with an enroute stop at SOS) to the Pentagon for a year as a member of the 2002 Air Force Intern Program. My temporary email is: mpaskindeployed@hotmail.com”

We’d love to hear from you! Please submit your On-The-Move submissions from the members area of the LOA website, or mail them to us at LOA National, PO Box 2264, Arlington, VA 22202. 46

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