I n t e g r i t y - S e r v i c e - E x c e l l e n c e Air Force Global Logistics Support Center (AFGLSC) 1 Senior Executive Partnership Round Table Colonel Sid Banks Vice Director 448 th Supply Chain Management Wing 8 Apr 08

I n t e g r i t y - S e r v i c e - E x c e l l e n c e 2 Agenda Background Vision/Mission Concept Development Implementation Strategy Organizational Structure AFGLSC Way Ahead & Challenges

I n t e g r i t y - S e r v i c e - E x c e l l e n c e 3 Assumptions All supply chain processes essential to the AFGLSC should be brought into the AFGLSC Bring in Supply Chain Management (SCM) processes and functions “as is, where is” for block 20 Process improvements through a series of Rapid Improvement Events will be worked between blocks 20 and 50 – some quick wins already Improve efficiency by streamlining and standardizing processes/structure Structure will evolve between CY08 and CY13 Process and resource realignment meets an enterprise view No additional resources are available to facilitate the “splitting” of shared processes -- zero-sum game Processes and resources will remain at current operating location Balance scope of AFGLSC mission with criticality of process and risk associated with each Ensure weapon system support focus remains after AFGLSC stand-up Aligned with Program Action Directive 06-09, 07-01, and now 07-13

I n t e g r i t y - S e r v i c e - E x c e l l e n c e 4 Air Force Process Owners Governing Core Plan / Execute Strategic Initiatives Manage Programs and Processes Develop Warfighters Develop & Sustain Warfighting Sys. (D&SWS) Deploy Conduct Air, Space, Cyber Ops Lead Co-lead Gen Paul Hester Lt Gen Norman Seip Lt Gen Craig McKinley Mr. David Tillotson Gen William Looney Lt Gen Richard Newton III Gen Bruce Carlson Lt Gen Donald Hoffman Gen Arthur Lichte Mr. Michael Aimone Gen Kevin Chilton Lt Gen Howie Chandler Lead Co-lead Asset Marking & Tracking (AMT) Centralized Asset Management (CAM) Repair Network Transformation (RNT) - formerly RE21 Air Force Global Logistics Support Center (AFGLSC)

I n t e g r i t y - S e r v i c e - E x c e l l e n c e 5 AFMC Primary Subordinate Units (Major Centers) OO-ALCOC-ALCWR-ALC AFGLSC HQ AFMC Aeronautical Systems Center Air Armament Center AF Flight Test Center AF Research Laboratory Arnold Engrg Development Center Electronic Systems Center Nuclear Weapons Center The AFGLSC is an integral part of the Materiel Command Sustainment Enterprise

I n t e g r i t y - S e r v i c e - E x c e l l e n c e 6 AFGLSC Mission / Vision Mission Execute the Air Force Supply Chain by integrating Enterprise-wide planning and strategy with Global command and control as the Single Focal Point to the Warfighter Vision Recognized and respected as a premier Supply Chain Management organization through trusted support, continuous innovation and outstanding people Motto: Global Logistics – Warfighter Focus

I n t e g r i t y - S e r v i c e - E x c e l l e n c e 7 AOC for Supply Chain Management

I n t e g r i t y - S e r v i c e - E x c e l l e n c e 8 Single Point of Entry Re-Distribution Contingency Ops Status Tracking Total Asset Visibility Systems Finance/Enterprise Budget Processes & Procedures Metrics and Analysis Demand, Capacity, and Supply Planning Repair Network Budgeting Execution Tactical Supplier Mgt Air Staff MAJCOM Lead MAJCOM Current State: The Supply Chain Environment Pre- AFGLSC WR- ALC MAF LSC CSW CSCs CAF LSCLSO SC Operations OC-ALC OO- ALC AFMCDLA SC Planning and Execution Retail IT MAF LSC CAF LSC Wholesale IT FMLSO SC Strategy & Integration SC Operations SC Planning and Execution SC Strategy & Integration The Introduction of AFGLSC: Block 20 Alignment Towards a Common Vision AF/A4/ 7 AFMC Depots Distribution DLA Supply Chain Segment Owners AFGLSC The Single Owner of the Supply Chain The Evolution of AFGLSC: Block Integration of Activities No Single SCM Owner No Enterprise View Sub-optimized support Excessive duplication No standardization Single SCM Owner Single Point of Entry Enterprise View Optimized Support No duplication Standardization Class VII (Engines and Pods) AFGLSC Owned Commodities / Activities: Class IX Items 88 ANG Units RSPs MEO Accounts CSWS SCM activities from MAJCOMs

I n t e g r i t y - S e r v i c e - E x c e l l e n c e 9 Deployment Timeline Block 20 J F M A M J J A S O N D START Full Capability Plan Implementation HQ AFMC A4 wholesale SC operations CAF/MAF LSCs Major portion of ALC CSWs (NSN specific processes) MAJCOM Retail SC processes and policy Other areas TBD J F M A M J J A S O N D 2013 TBD AFGLSC Develop Plan for Spiral Implementation Coincides with ECSS FOC GLSC(P) Stand-up Block 30 Blocks 40-50

I n t e g r i t y - S e r v i c e - E x c e l l e n c e 10 AFGLSC Organization Structure Center Staff 375 AW Support 591 SCM Group (Strategy & Integration) Group Staff 448 SCM Wing (Planning & Execution) Wing Staff 635 SCM Wing (Operations) Wing Staff AFGLSC/CC 635 SCM Group (Mobility) 735 SCM Group (Combat) 448 SCM Group (Contracting) 638 SCM Group (Robins P&E) 748 SCM Group (Hill P&E) 848 SCM Group (Tinker P&E) 948 SCM Group (Material) SCM = Supply Chain Mgmt P&E = Planning & Execution

I n t e g r i t y - S e r v i c e - E x c e l l e n c e 11 AFGLSC Headquarters Staff CA (Executive Director) Deputy for Mission AFMC/CC Secretary Supported by host ABW (^limited) Center staff AFGLSC/CC CCS PA^ IGJA SE ENLG IMA/ANG Superintendant FMOpsSB CS (Executive Director) Deputy for Support DP Exec XP/XR Staff Specialist

I n t e g r i t y - S e r v i c e - E x c e l l e n c e 12 Supply Chain Operations SCO is the single face to the customer to resolve warfighter needs SCO will interface with Lead Command weapon system support teams, Weapon System Supply Chain Managers (WS SCMs) and System Program Managers (SPMs) to prioritize distribution and repair for constrained resources to best meet total force mission needs 12

I n t e g r i t y - S e r v i c e - E x c e l l e n c e 13 Supply Chain Planning & Execution The primary function of the AFGLSC is the enterprise wide planning and execution of the AF Supply Chain SCPE will be responsible for all activities associated with developing the AF demand/supply plan and executing/sourcing the AF supply plan to meet customer requirements for serviceable supply materiel SCPE will effectively migrate the activities (or integrate the support) into the AFGLSC in a manner that provides the greatest support to the warfighter and minimizes impact on the mission, while maintaining the best possible efficiency for the AF

I n t e g r i t y - S e r v i c e - E x c e l l e n c e 14 Supply Chain Strategy & Integration Strategy and Integration merges supply chain- wide enabling functions such as: AF SCM business rules (processes/procedures) Analyzing and measuring the supply chain (actionable metrics) Enterprise budgeting, financial operations and oversight Functional control of Supply Chain-related data systems Ensures standardization of processes and consistent application of business rules and resources to best support the AF mission

I n t e g r i t y - S e r v i c e - E x c e l l e n c e 15 Challenges  Change Management - Risk Mitigation  Linkage to eLog21  Funding FY  Below The Line Efforts  Process Seams and Gaps  Communicating AFGLSC capability to Customers, Congress, State & Local Governments, DoD, AF, Affected Employees, Unions and Industry Partners

I n t e g r i t y - S e r v i c e - E x c e l l e n c e 16 Next Steps AFMC/CC – Approved OCR 19 Dec 07 Continue to develop and refine AFGLSC operational processes Begin developing Block 30 plan and schedule AF CC/CV – Approved OCR 5 Mar 08 Operational Stand-up - FY08 Start “operations” as the AFGLSC Ceremony 28 Mar 08 w/Gen Carlson presiding Continue to move forward Continue to fill vacant critical positions Develop and standardize processes Plan and implement future blocks

I n t e g r i t y - S e r v i c e - E x c e l l e n c e 17 AFGLSC - Future of AF Supply Chain Mgt Questions?

I n t e g r i t y - S e r v i c e - E x c e l l e n c e 18 Decomposition on Build Slide

I n t e g r i t y - S e r v i c e - E x c e l l e n c e 19 Air Staff MAJCOM Lead MAJCOM Current State: The Supply Chain Environment Pre-AFGLSC WR- ALC MAF LSC CSW CSCs CAF LSCLSO SC Operations OC-ALC OO- ALC AFMCDLA SC Planning and Execution Retail IT MAF LSC CAF LSC Wholesale IT FMLSO SC Strategy & Integration AF/A4/ 7 AFMC Depots Distribution DLA Supply Chain Segment Owners No Single SCM Owner No Enterprise View Sub-optimized support Excessive duplication No standardization

I n t e g r i t y - S e r v i c e - E x c e l l e n c e 20 The Introduction of AFGLSC: Block 20 Alignment Towards a Common Vision Single Point of Entry Re-Distribution Contingency Ops Status Tracking Total Asset Visibility Systems Finance/Enterprise Budget Processes & Procedures Metrics and Analysis Demand, Capacity, and Supply Planning Repair Network Budgeting Execution Tactical Supplier Mgt SC Operations SC Planning and Execution SC Strategy & Integration SC Operations SC Planning and Execution SC Strategy & Integration AFGLSC The Single Owner of the Supply Chain Class VII (Engines and Pods) AFGLSC Owned Commodities / Activities: Class IX Items

I n t e g r i t y - S e r v i c e - E x c e l l e n c e 21 The Evolution of AFGLSC: Block Integration of Activities Retail IT MAF LSC SC Operations SC Planning and Execution SC Strategy & Integration AFGLSC Single SCM Owner Single Point of Entry Enterprise View Optimized Support No duplication Standardization Class VII (Engines and Pods) AFGLSC Owned Commodities / Activities: Class IX Items 88 ANG Units RSPs MEO Accounts CSWS SCM activities from MAJCOMs