748th Supply Chain Management Group Overview

1.  748th Supply Chain Management Group Overview  13 April 2010

2. As you already know, AFMC is headquartered at Wright-Patterson Air Force Base. It is an appropriate home as the Wright Brothers perfected powered flight less than two miles from the Headquarters building�thus serving as a constant reminder of the innovative spirit our Command strives to embody. The organizations which make up AFMC fall into 5 categories: 1. The Air Force Research Laboratory is responsible for the science and technology mission area, and includes the AF Office of Scientific Research as well as 9 technology directorates � Air Vehicles, Space Vehicles, Munitions, Sensors, Propulsion, Information, Human Effectiveness, Materials and Manufacturing, and Directed Energy 2. Our Product Centers are responsible for the acquisition management of AF systems, and include the Aeronautical Systems Center, Air Armament Center, and Electronic Systems Center. 3. Our Test Centers include the AF Flight Test Center, the Arnold Engineering Development Center, and the 46th Test Wing of the Air Armament Center. 4. Air Logistics Centers are responsible for system sustainment and supply chain operations. These include the Oklahoma City, Ogden, and Warner-Robins ALCs. 5. And finally, the Command also includes specialized units such as the AF Security Assistance Center, the Aerospace Maintenance & Regeneration Center, the Nuclear Weapons Center, and the National Museum of the USAF. We will discuss these organizations in more detail as we proceed.As you already know, AFMC is headquartered at Wright-Patterson Air Force Base. It is an appropriate home as the Wright Brothers perfected powered flight less than two miles from the Headquarters building�thus serving as a constant reminder of the innovative spirit our Command strives to embody. The organizations which make up AFMC fall into 5 categories: 1. The Air Force Research Laboratory is responsible for the science and technology mission area, and includes the AF Office of Scientific Research as well as 9 technology directorates � Air Vehicles, Space Vehicles, Munitions, Sensors, Propulsion, Information, Human Effectiveness, Materials and Manufacturing, and Directed Energy 2. Our Product Centers are responsible for the acquisition management of AF systems, and include the Aeronautical Systems Center, Air Armament Center, and Electronic Systems Center. 3. Our Test Centers include the AF Flight Test Center, the Arnold Engineering Development Center, and the 46th Test Wing of the Air Armament Center. 4. Air Logistics Centers are responsible for system sustainment and supply chain operations. These include the Oklahoma City, Ogden, and Warner-Robins ALCs. 5. And finally, the Command also includes specialized units such as the AF Security Assistance Center, the Aerospace Maintenance & Regeneration Center, the Nuclear Weapons Center, and the National Museum of the USAF. We will discuss these organizations in more detail as we proceed.

3. Current Organizational Structure 3 Our Current Org Structure: AFGLSC is comprised of two Wings, the 448th and 635,th and the 591st Group. HQs AFGLSC, with approximately 20 people, provides overall direction and guidance and acts as the single Process Owner for Air Force Supply Chain Management. The AFGLSC staff is located at Scott AFB. The 635th Supply Chain Management Wing staff is also located at Scott AFB. The 635th provides Supply Chain Management Operations and has approximately 1000 people located at Langley, Robins, Tinker, Hill, and Scott AFBs. The 448th Supply Chain Management Wing staff is located at Tinker AFB. The 448th provides Supply Chain Management Planning and Execution and has approximately 3200 people located at Robins, Hill and Tinker AFBs. The 591st Supply Chain Management Group staff is located at Wright-Patterson AFB. The 591st provides Supply Chain Management Strategy and Integration and has approximately 200 people located at Wright-Patterson and a small office at Gunter Annex, Maxwell AFB. Our Current Org Structure: AFGLSC is comprised of two Wings, the 448th and 635,th and the 591st Group. HQs AFGLSC, with approximately 20 people, provides overall direction and guidance and acts as the single Process Owner for Air Force Supply Chain Management. The AFGLSC staff is located at Scott AFB. The 635th Supply Chain Management Wing staff is also located at Scott AFB. The 635th provides Supply Chain Management Operations and has approximately 1000 people located at Langley, Robins, Tinker, Hill, and Scott AFBs. The 448th Supply Chain Management Wing staff is located at Tinker AFB. The 448th provides Supply Chain Management Planning and Execution and has approximately 3200 people located at Robins, Hill and Tinker AFBs. The 591st Supply Chain Management Group staff is located at Wright-Patterson AFB. The 591st provides Supply Chain Management Strategy and Integration and has approximately 200 people located at Wright-Patterson and a small office at Gunter Annex, Maxwell AFB.

4. AFGLSC Mission / Vision This slide presents � WHY the AFGLSC exists � Our Mission WHO we want to be � Our Vision WHERE are we focused � Our Motto HOW we will accomplish the Mission - Vision � Motto (Our Pillars) Understanding Warfighter requirements and expectations Developing and deploying effective and efficient Supply Chain Management processes Training and equipping our people to meet or exceed Warfighter requirements and expectations, taking care of each other and living the AFGLSC cultureThis slide presents � WHY the AFGLSC exists � Our Mission WHO we want to be � Our Vision WHERE are we focused � Our Motto HOW we will accomplish the Mission - Vision � Motto (Our Pillars) Understanding Warfighter requirements and expectations Developing and deploying effective and efficient Supply Chain Management processes Training and equipping our people to meet or exceed Warfighter requirements and expectations, taking care of each other and living the AFGLSC culture

5. AFGLSC GOALS

6. AFGLSC Will be theAOC for Supply Chain Management This is a graphic depiction of the interrelationship among the various initiatives underway and shows how the AFGLSC is at the center of activity � Like the Air Operations Center (AOC) for Supply Chain Management Components listed: CAM � Centralized Asset Management ECSS � Expeditionary Combat Support System PLM � Product Lifecycle Management PSCM � Purchasing & Supply Chain Management AMT � Asset Marking & Tracking RE21 � Repair Enterprise 21st Century CBM+ - Conditioned-Based Maintenance Plus AAIP � Aircraft Availability Improvement Program BSC � Balanced Scorecard APS � Advanced Planning & Scheduling This is a graphic depiction of the interrelationship among the various initiatives underway and shows how the AFGLSC is at the center of activity � Like the Air Operations Center (AOC) for Supply Chain Management Components listed: CAM � Centralized Asset Management ECSS � Expeditionary Combat Support System PLM � Product Lifecycle Management PSCM � Purchasing & Supply Chain Management AMT � Asset Marking & Tracking RE21 � Repair Enterprise 21st Century CBM+ - Conditioned-Based Maintenance Plus AAIP � Aircraft Availability Improvement Program BSC � Balanced Scorecard APS � Advanced Planning & Scheduling

7. 448 SCMWMission/Vision

11. SRM process is supported by four Strategic Supplier Relationship Manager Executive-level, government representatives for direct interface with each critical commercial supplier Sets vision/expectations with key supplier executives on mutually defined goals Supplier CEO/President also retains similar title of SSRM

12. Strategic Alternate Sourcing Program Office (SASPO) 12 Strategic Focus on Qualifying and Developing Alternate Sources, Parts and Repairs Across the AFGLSC Enterprise Proactive Source Development in Collaboration with Commodity Councils & SBO Maintain Common Tracking System � Standardizing Metrics Effectively Market Opportunities to Encourage Industry Submission of SARs Developed Target List to Target Best Value Parts Target List Based on Future Buy Requirements and Identifies AF Managed Items Displayed Online and at Industry Conferences www.tinker.af.mil/429scms.saspo (SASPO) www.tinker.af.mil/sbo (SBO) Strategic Focus on Qualifying and Developing Alternate Sources, Parts and Repairs Across the AFGLSC Enterprise Proactive Source Development in Collaboration with Commodity Councils & SBO Maintain Common Tracking System � Standardizing Metrics Effectively Market Opportunities to Encourage Industry Submission of SARs Developed Target List to Target Best Value Parts Target List Based on Future Buy Requirements and Identifies AF Managed Items Displayed Online and at Industry Conferences www.tinker.af.mil/429scms.saspo (SASPO) www.tinker.af.mil/sbo (SBO)

13. Our core competency is Global Supply Chain Management Providing operational support and enabling capabilities to the Warfighter Robust plan for continuous improvement and increased effectiveness and efficiency Assessing Enterprise Integration Single Face to the Customer and Enterprise Planning Summary 13

15. Questions