AFLMA Mission and Organization

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AFLMA Mission and Organization

• Logistics Officer Association
• National Convention
• 10-15 Oct 04
• Col Sean Cassidy
• Commander

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Overview

• AFLMA Mission and Organization
• The Real Talent
• Q A Session

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Generating Solutions Today, Shaping Tomorrows
Logistics
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Our Mission

• Increase Air Force readiness and combat
  capability by enhancing logistics efficiency and
  effectiveness
• - Produce high-quality studies and analyses
• - Design concepts, methods and systems to
• improve logistics
• - Lead Agent for Logistics wargaming
• - Publish Air Force Journal of Logistics

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Chain of Command
Deputy Chief of Staff/Installations and Logistics
(USAF/IL)
Director of Logistics Readiness (USAF/ILG)
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Our Competitive Advantage

• Reputation for excellence being objective
• Responsive
• Flexible priorities
• Sponsor defines/ refines tasking
• No cost to the customer

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Our People

• Handpicked, selectively manned organization
• Logistics breadth and depth
• High academic expertise
• 30 Advanced Academic Degree (AAD) positions
• Poised to receive 1st Enlisted AFIT grads this
  Spring
• AFLMA team was on the road 1522 days (FY04)

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Current Structure
Commander 1/1
Commanders Support Staff 5/5
Deputy 1/1
Journal of Logistics 2/2
Technical Library 1/1
Contracting 5/4
Supply 13/14
Logistics Readiness 9/11
Maintenance 9/6
Analysis 17/18
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Collaborative Partners

• AU schools
• AFMC/OAS
• AFAMS
• AFRL
• USTRANSCOM

• AFWI
• AFMC/LGY
• SSG
• AF/SG
• DLA

• RAND
• LMI
• Synergy

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Air Force Journal of Logistics

• Professional, refereed journal
• Published quarterly, worldwide distribution
• Editorial team
• Mr Craig Rainey, Editor-in-Chief
• Ms Beth Scott, Editor
• Contributing editors
• Interns

Relevant and Timely
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Study Process

• ILP
• Consolidates Inputs
• One Studies Call
• Manage AF/IL Web Site
• Liaison between IL
• Studies Agencies
• - Recommend sponsorship

Air Staff MAJCOM LGs/A4s
ILP Topic Call
Topics
Topic list to AFLMA for screening

• Council
• of Directors (COD)
• Reviews list
• Prioritizes list
• Recommends list

A-IL Approves/modifies list
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Representative Projects

• CIRF Log Readiness CONOPs
• Unified Engagement 05
• Low Observable Maintenance Manpower
• Armed Forces Entertainment Equipment
  Transportation
• AF Enterprise Metrics Development
• AF Total Ownership Cost Data Feed
• AFI Limits on Performance-Based Services
  Acquisition Implementation
• Ramstein Superhub

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Additional AFLMA Work

• AF/IL lead for Title X wargames (FLOW, UE,
  Futures)
• Senior logistics advisor to AF battlelabs
• Agile Combat Support consulting
• AF Supply Data Workshop
• Validate Readiness Base Leveling (RBL) model
  coding and quarterly computations
• Validate Contingency High Priority Mission
  Support Kits (CHPMSK)
• Augment AF Combat Support Center (CSC)

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• Now hear from our talented experts

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Ramstein Superhub

• MSgt Daniel Bender
• Capt Ben Skipper
• Capt Frank Watson
• 1Lt Kristopher Pruitt
• Sponsor USAFE/LG

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Sponsor Tasking

• Identify process improvement opportunities to
  maximize efficiencies at Ramstein AB that will
  facilitate cargo movement by integrating command
  control with the surface and air distribution.

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Problem Statement

• The current process used to control and ensure
  synergy among Theater Transportation, Movement
  Control, and Traffic Management agencies is
  inefficient. This results in sub-optimal
  Strategic and Theater mobility capabilities. The
  strategic distribution capability at Ramstein
  lends itself to tremendous potential velocity
  improvements if communications and operations are
  streamlined.

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Objectives

• Identify strategic distribution improvement
  opportunities to maximize efficiencies at
  Ramstein AB, GE. This concept integrates command
  and control, surface distribution, and air
  distribution to facilitate cargo movement. Other
  considerations include facilities, manpower
  factors, time, and money.
• Recommend improvements to the process.

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Background

• Current process is effective although not
  efficient
• Makes inefficient use of available resources
  (manpower and transportation)
• Superhub (as defined by EUCOM team) an
  infrastructure that manages information around
  existing air and surface hubs/spokes that sort
  and distribute cargo

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Background cont.

• Ramstein Aerial Port
• Priorities Onload cargo, Offload cargo, Build
  pallets, Break-down pallets
• Pallets can sit for up to 96 hours before they
  are broken and reconciled
• Theater Distribution Center
• Deliver to over 93 DODAACS every single night
• Accept cargo up to 0100 hrs for delivery to all
  destinations NLT 0900 hrs

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Methodology

• Site visit was conducted to observe the current
  process
• The physical movement of cargo was noted
• The movement of cargo data was noted
• Tasks of organizations to move cargo were noted
• Personal interviews with process owners
• Policy Review
• Defense Transportation Regulation (DTR)

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Methodology

• Flowcharts depicting the physical movement and
  information transfer were made to include the
  organizations performing the tasks
• Redundancies were eliminated
• Velocity of cargo flow and information flow was
  considered
• Establishes a single POC for each task

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Analysis

• The current physical and informational processes
  were flowcharted as follows
• Aerial Port
• Inbound and Outbound by Air
• Inbound and Outbound by Surface
• Theater Distribution Center
• Inbound and Oubound by Surface

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Current Cargo Flow
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Conclusions

• There are processes that are performed and
  repeated by several organizations
• Cargo velocity is slowed by the decision-making
  process as to who should handle what cargo
• Resources are wasted by not aggregating cargo for
  each destination at the overall KMC level
• There is no automated data integration between
  the port, TDC, and shipping activities

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RecommendationsShort-term

• Recommend all cargo to/from port be sent to the
  TDC for processing (OPR EUCOM/J4)
• Recommend the ATMCT organization be dissolved and
  its function absorbed into the TDC, BMCT, TDMC,
  and Truck Dock (OPR EUCOM/J4)
• Recommend the CMOS/GATES solution be implemented
  similar to our CONUS aerial port bases (OPR
  EUCOM/J4 OCR HQ SSG/LGT)
• Recommend an integrated solution to CMOS be
  implemented to all customers that transfer cargo
  to the TDC (OPR EUCOM/J4 OCR HQ SSG/LGT)

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RecommendationsLong-term

• Integrate into the ERP solution (OPR HQ
  USAF/ILI OCR HQ SSG/ILT)

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Current Cargo FlowRecommendation
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Improved Cargo FlowRecommendation
Aircraft Arrives
Offload
Cargo Selected
Reconcile
Term. Pallet?
YES
NO
Reconcile
Weigh
Load
Bay
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Expected Impact

• Cargo velocity will increase
• Customers will receive their cargo faster
• Improved In-Transit Visibility
• Better utilization of resources
• Elimination of redundant processes performed by
  unnecessary organizations
• Simplified decision-making process

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Questions?
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Air Force LogisticsManagement Agency