Fiscal Year 2007 Research Agenda

Resource Management Program

Achieving Enhanced Operational Effects With Tailored Combat Support Packages

Develop methods, tools, and data to identify how combat support resources can be packaged in Unit Type Codes (UTCs) to achieve desired operational effects at least cost. Drawing upon past work on BEAR and fuel resources, analyses will be undertaken to develop new UTCs that can minimize the costs (procurement and sustainment) of providing the capabilities required by the SPG and the APPG. Opportunities to substitute on-site contracting for initial purchase and storage will also be explored. Results will also support AFSO21 objectives as well as the Capability Review and Risk Assessment (CRRA), improvements in SORTS, and the POM process. Still needs to be refined based on discussions with all the stakeholders

Sponsor: AF/A4/7; A4P; A4R; AF/A3/5
Project Leader: Patrick Mills

Presenting Expeditionary Medical Capabilities

Assist the AF/SG in developing effective ways to present AF expeditionary medical support capabilities to the COCOM, civilian authorities and warfighters in other services and within the AF. Use this framework to address how these resource levels might be chosen and distributed geographically and organically. This project will adapt our successful combat support models and process analyses to the problem of articulating capabilities and linking those capabilities to resources. As was noted following Katrina, "10 bed hospitals" can actually provide support for up to 1000 people per day depending on the medical need. We will evaluate capabilities in terms of future scenarios that can be linked to past real events and capabilities, such as those associated with OEF, OIF, Katrina, the south Asian tsunami, and Mt. St. Helens. Supports AFSO21 and directed efforts to develop plans for natural disasters.

Sponsor: AF/SG
Project Leaders: Don Snyder

Combat Support Basing Options for Vehicles and Equipment War Reserve Materiel (WRM)

This analysis will identify basing posture and storage options (including "virtual afloat" packaging, containerization, etc.) for vehicles and equipment WRM that achieve desired operational effects at least cost. Past RAND work on Forward Support Locations has developed such postures for basic expeditionary airfield resources (tents, air conditioners, power generation units, maintenance facilities, aircraft hangars, etc.) Our basing model minimizes the costs of storage, storage construction, packaging, and transportation by ship, rail, air and multi-modal, subject to the operational requirements associated with the SPG, APPG and other potential contingency requirements. This analysis will support Air Force decision-making with a global perspective on cross-AOR support to help create a more efficient and effective WRM posture. The effort will support AFSO21 and the Capability Review and Risk Assessment (CRRA) process.

Sponsor: AF/A4/7; A4P; A4R; AF/A3/5
Project Leader: Ron McGarvey

Optimizing Air Force Medical War Reserve Materiel Investments

Management of medical WRM poses unique challenges due to rapid changes in technologies, varying shelf lives of medicines and other supplies, etc. Concerns have been raised in the Air Force that current procedures to estimate requirements for, posture and sustain medical WRM are inefficient. This project will examine the issue by reviewing current procedures within the context of our location and WRM models, as well as PAF research on supply chain management. We will examine purchase and location options, as well as supply chain responsiveness and evaluate how alternative funding options affect the AF's ability to respond to changes in requirements. This project supports the AFSO21 initiative.

Sponsor: AF/SG
Project Leader: Edward Keating

Improving Theater Airlift Planning and Execution within the Joint Expeditionary Multimodal Movements System

OIF and OEF have pointed out serious disconnects between theater distribution system (TDS) and strategic distribution capabilities, as well as ill defined and incomplete Combat Support Command and Control (CSC2) processes. In FY05, PAF completed a TDS analysis. A recent CSAF policy letter to "reject the Joint Theater Logistics Commander initiative" was underpinned by some of this analysis. This study will re-evaluate TDS and CSC2 progress, and develop options for improving these systems. The project will evaluate current proposals for the distribution system and distribution locations to determine the AF's role and their desirability from the AF perspective. Results will support the general structure of AFSO21 process improvements.

Sponsor: AF/A4/7; A4R; AMC/CC; AF/A8X; ACC/8th AF
Project Leader: Robert Tripp

Improving Business Process Information Technology Acquisition

Evaluate business process IT acquisition experiences and develop processes to improve fielding of Combat Support Enterprise Systems. The logistics community has experienced a history of failures in fielding IT systems. This study will draw on recent research into acquisition strategies, processes, etc., including evolutionary acquisition. It will focus on business systems, not weapons systems, and suggest a new acquisition approaches. Will explicitly address issues associated with implementation of commercial off-the-shelf (COTS) technologies for Enterprise Resource Planning (ERP) systems. Supports AFSO21 process improvement focus.

Sponsor: AF/A4/7; A4I; SAF/AQ; SAF/XC
Project Leaders: Nancy Moore and Robert Tripp

Capability Based Resourcing: Balancing Depot Purchased Equipment Maintenance Accounts to Achieve Desired Operational Performance

This project's long-term goal is to develop a series of analyses and models to be used as vehicles to understand the effects of changes in Air Force Depot Purchased Equipment Maintenance (DPEM) programs on operational capabilities today and in the future. We have completed estimating a prototype model of the F-15 Programmed Depot Maintenance (PDM) line process. The F-15 PDM line was chosen because it is a prototype for lean production. The faster the PDM process, the more aircraft are available to the operational units. Our model now shows how hypothetical funding changes translate into resource constraints that affect PDM costs and the availability of operational aircraft. Our analysis to date has been of assistance to WR-ALC PDM managers in considering where further process improvement can occur. This year we will expand the model to other DPEM (PDM) lines and test its utility in the programming process. This project supports AFSO21.

Sponsor: AF/A4/7; AF/A4P; A4G; A4M
Project Leader: Don Snyder

Using Effects Based Metrics for Monitoring Impacts of AFSO21 Initiatives

Develop a structure and prototype metrics, tools, and data to identify how AFSO21 initiatives affect combat support resources, processes and costs and how these changes impact such capabilities as "readying the force" or "positioning the force." Will include "tracking metrics" to determine whether actual experience reflects planned outcomes.

Sponsor: AF/A4/7; AF/A4I; A4M; A4R
Project Leader: Raymond Pyles

Developing Leading Indicators to Anticipate and Respond to Potential Declines in Repair Capabilities Applying Six-Sigma Techniques to Closed Loop Management

Significant efforts and accomplishments have been successful in making the supply system more efficient and responsive. In fact, the AF may now be at the point of diminishing returns from further investments in the type of reactive improvement. What is missing is the application of technical and statistical skills to forecasting potential problems and developing proactive strategies to mitigate the effects of these problems. Such an approach involves developing a set of leading indicators that can be repeatedly predicted and that can be validated with actual results. These indicators would become essential elements of a closed loop planning and execution system. Supports AFSO21.

Sponsor: AF/A4/7; A4I
Project Leader: James Masters

Independent Assessment Evaluating AOC and AFFOR Force Structure and Potential Courses of Action

At the 29 Jun 06 Command and Control General Officer Steering Group meeting, HQ USAF/A3/5 was tasked to commission an independent capability assessment / study to evaluate the Air and Space Operations Center (AOC) force structure to provide courses of action for possible C2 battle management force structure consolidation. In addition, the CSAF has asked for a capabilities analysis resulting in courses of action aimed at examining AOC beddown options so that operational C2 capabilities presented to COCOMs could be enhanced while operating leaner and smarter. PAF will perform this independent capability assessment, evaluating the effectiveness and efficiency of the current policies, practices, and force structure, and will provide alternative AOC beddown options. This will include the C2ISR-Battle Management system capabilities now and in the future. The project will identify key doctrine, policy, process, training, organization, and investment options that hold promise for streamlining and consolidating AOC capabilities. PAF will provide initial assessments of how each option compares with the current baseline and select promising options that warrant further investigation. In the November 2006 C2 GOSG, PAF was asked to expand the analysis to include AFFOR staff interactions. As a result, PAF will coordinate the AOC beddown analysis with the SAF/XC sponsored AFFOR staff future architecture effort that is underway.

Sponsor: AF/A3/5; AF/A3O
Project Leader: Robert Tripp

Air Force Contracting for Future Contingencies in a Joint Environment

The Air Force has been the primary provider of contingency contracting expertise within the joint operating environment of OIF and OEF. It has stretched its resources to provide support to other Services, as well as reconstruction efforts. The joint staff is now considering doctrine for joint contracting in future contingency environments, consistent with the requirements of the 2006 NDAA to align contingency contracting with the needs of Combatant Commanders. The goal of this project is to assist the Air Force with evaluating changes in its doctrine, policy, organizations, and training to meet the requirements of the 2006 NDAA. We will also utilize PAF's database of OIF purchases by base and phase of operation (developed through previous years' projects) to evaluate options for more efficient operational support through the use of contingency contracting in its planning as well as execution. Supports AFSO21.

Sponsor: SAF/AQC; AF/A4/7
Project Leader: John Ausink

Strategic Management of Maintenance

This project will develop a structure, a set of processes, rules and operating procedures that will enable strategic management of both organic and contractor repair services. Purchasing and supply chain management practices are being implemented for depot level repair processes. However, the focus has largely been on changes to improve organic repair capabilities--the maintenance managers know little about the contractors who provide significant portions of depot maintenance. This “hands-off” approach is entirely counter to commercial best practice, which relies on strategic partnerships with suppliers. These suppliers are integrated into the “host” supply chain and are truly part of the team, just as the organic side is integrated. Applying this principle within the AF context, contractor maintenance services, such as those associated with contractor logistics support (CLS) or performance based logistics (PBL), should be integrated with all other elements associated with providing educated and responsive supply. Supports AFSO21.

Sponsor: AF/A4/7; A4I; SAF/AQC
Project Leaders: Nancy Moore and Mary Chenoweth

Weapon System Costing Umbrella Project

This year's project will include the following tasks: SAR Cost Growth Analysis, Estimating the costs of aircraft advanced technology (stealth, advanced materials, propulsion systems, integrated avionics, etc.), Estimating the costs of evolutionary acquisition/spiral development programs, Estimating Contractor Logistics Support and Performance Based Logistics Costs, Operating and Support Cost Estimating Relationships for Aircraft subsystems.

Sponsor: SAF/AQ; SAF/FMC; AFCAA
Project Leaders: Obaid Younossi

Enterprise Transformation Management for Air Force Materiel Command Umbrella Project

AFMC has proposed and will undertake a significant downsizing, reorganization and reengineering of its processes beginning in FY2007. The AFMC vision is to provide integrated life cycle product support to the war fighter. AMC will also take on new responsibilities including the "future financials" initiative and the Global Logistics Support Center. This project is intended to support AFMC's senior leadership team in developing new AFMC Enterprise Management processes, procedures and implementation tools. Specific tasks will include developing new or adapting current planning tools to support life cycle product support goals; establishing a unified management command and control (C2) framework to keep the entire enterprise system operation within established control limits; developing capability/resource models that can look across the product support life cycle and support the implementation of "future financials"; and enhancing enterprise management enablers, including metrics, information and decision support systems, and training. Details of these and other tasks to be accomplished will be established with AFMC's leadership. This research will support the AFSO21 process reengineering focus.

Sponsor: AFMC/CV; AFMC/A4
Project Leaders: Robert Tripp and Laura Baldwin

F-22A Sustainment Cost/Benefit Analysis and Reparable Assessment Review

This research has three objectives. The first is to assess the costs and benefits of using Lockheed Martin as the prime vendor integrator of F-22 sustainment versus the Air Force. The second is to assess the costs and benefits of Pratt and Whitney being the prime vendor for the engine. The third is to review the process for assigning component repair responsibility for the air vehicle and the engine.

Sponsor: AFPEO F-22
Project Leaders: Cynthia Cook and Michael Boito

F-22A Post-Multiyear Procurement Options

The goal of this project is to evaluate alternative courses of action (COAs) for the F-22A after the last units of currently-programmed production lots are delivered. Options include full shut down of the production line including disposition of tools and personnel, a “smart” shutdown where necessary assets are procured and stored in such a way as to be available for potential future production, or keeping the line “warm” by paying for low production rates to maintain capabilities. The analysis will examine the effects of each COA on the ability of the F-22 industrial base to produce additional aircraft in the future, including the availability of critical materials and equipment with lengthy lead times, as well as the costs associated with each.

Sponsor: AFPEO F-22
Project Leaders: Obaid Younossi

U.S. Satellite Vulnerabilities and their Mitigation through Survivable, Multi-domain Capabilities

In order to consider the options for countering emerging capabilities to attack and degrade U.S. military satellite operations, this project will identify possible alternatives to mitigate the loss of communication and selected ISR satellite capabilities and their deployment timelines and footprints.

Sponsor: 8AF/CC, AWC/CC
Project Leaders: TBE

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