This Briefing is: UNCLASSIFIED Headquarters Air Combat Command David Glowacki, Col, USAF Chief, Contracting Division HQ Air Combat Command Installation Acquisition Transformation (IAT) “Strategically Sourcing the Enterprise”

Outline Background/Case for Change Strategic Sourcing Tenets and Implementation Plan Organizational Structure Current and Future

Case for Change: Current Structure 71 buying organizations focused on providing tactical support to installation customers Additional contracting support provided to numerous FOAs This current alignment results: Inconsistent use of skilled contracting resources Redundant procurement of similar commodities Inability to leverage the scale of the Air Force to drive efficiencies Failure to realize strategic sourcing objectives Strain on buying activities with contingency contracting officers Challenges are compounded by: Increase in contracting workload and complexity On-going mission support commitments The current structure strains the ability of the Installation Contracting community to effectively perform its mission

CONUS Installation Contracting (Current Tactical Alignment) 71 Buying Activities3,322 Personnel 71,000 Contract Actions $13B Installation Spend $2B GPC Spend FY06 Data The current structure strains the ability of the Installation Contracting community to effectively perform its mission

Learning From Industry Enterprise-wide procurement Centralized installation support Centrally managed strategic sourcing Cross-functional commodity councils Services and Industry are Centralizing Procurement

Strategic Sourcing IS NOT Just… Strategic Sourcing IS… The resulting contract Leveraged buying Contract consolidation Contracting and procurement About saving money A PROCESS for systematically analyzing and developing optimal strategies for buying goods and services DATA DRIVEN – fact-based analysis to drive decision making rather than just “hunches” A HOLISTIC process that addresses customer needs, market conditions, organizational goals and objectives, and other environmental factors Based on MARKET INTELLIGENCE and takes into account small business capabilities A COLLABORATIVE, CROSS-FUNCTIONAL approach About SUPPORTING AN ORGANIZATION’S MISSION through procured goods and services Strategic Sourcing Summary

AF Strategic Sourcing Successes Desktops/Laptops: 4 th Qtr FY03 – 1 st Qtr FY05: 84,787 units purchased, $72M spent, $17M costs avoided Reduced desktop/laptop configurations from >1000 to 4 Configurations updated quarterly to reflect technology changes – OMB adopted as standard Implemented a repeatable enterprise-wide “bulk buy” approach using quantity price breaks and online “e-buying” Overall 8.4% awarded to Small Business (as of Apr05) Enterprise-wide Microsoft agreements (Nov 04) Consolidated 38 previously decentralized software contracts and nine support contracts into two mandatory agreements Expected to save more than $100 million during a six-year period Medical Services CC – Implemented two strategic sourcing spirals – established business arrangements

Business Case Analysis Implementation Plan IAT Materials and Detailed Implementation Planning Aug 2005–April 2006 Aug 2006–Feb 2007 May – September 2007  Stand up PMO  Initiate Implementation  HCA/GCA  PAD October 2007 Thoroughly examined current state AF CONUS Installation Contracting structure April 2006 Business Case Analysis recommended transformation to: Take advantage of strategic sourcing Leverage resources across the AF organization February 2007 Implementation Plan provides Detailed Concept of Operations Phased Deployment Plan Communications and Change Strategy Transformation is initially targeted at contracting organizations, but will require collaboration and support of other key acquisition functionals IAT background

Key Tenets  Maintain Customer Relationships : Maintain and improve our ability to support our customers  Socio-Economic Focus: Maintain and strengthen focus on socio-economic program responsibilities  Retain Contracting Experts at Every Installation : Maintain a buying activity responsible for providing business advisory services and performing installation-specific contracting actions  Maintain Robust Contingency Contracting Capability : Ensure continued ability to meet contingency contracting commitments  Ensure Force Development : Preserve leadership and professional development opportunities for military and civilian contracting professionals  Transparency : Provide visibility to Congressional and key stakeholders

CONUS Installation Contracting Future Strategic Alignment

Regionalized Organizational Structure Hampton Roads Warner Robins St Louis San Antonio Colorado Springs AFMC – Lead-MAJCOM Contracting contingent remains at Installations to provide agile customer support

(Overall Timeline (Phased Approach 3-5 Years) Major Milestone FY 2007FY 2008FY 2009FY 2010FY 2011FY 2012 Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4 ID Lead MAJCOM Release SecAF Letter Establish PMO PAD Coordination/Approval IOC (Lead MAJCOM) Standup San Antonio Standup Remaining RCs IAT FOC SecAF Letter – Aug 07 PAD Coordination Approval – Aug-Nov 07 IOC – 1 Oct 07 HCA/GCA transition to Lead-MAJCOM Stand-up San Antonio Regional Center – Jan 08 Stand-up 4 additional Regional Centers – Oct 09 Phased Implementation IAT Implementation Schedule Complete In Process Pathfinder Implementation Not Started Phased Implementation

IAT Summary Tactical to Strategic Alignment 71 local buying activities transforming into 5 Regional Centers Centers not MAJCOM-aligned – AFMC lead MAJCOM Regional Centers (RC) RCs will provide strategic contracting support to bases in region RCs will have about personnel assigned Many local CONS positions will migrate to RCs over time Southwest Region IOC 1 Jan 08 – no immediate personnel moves Installation Acquisition Squadron (IAS) IASs will report within wing structure (15-18 personnel) Manage GPC / QAPC programs; provide business advisory support Limited local purchase capability IAT Program Management Office (PMO) – established Sep 07 Working personnel, workload flow / process & e-business issues Implementation period of 3-5 years

Questions?