Warner Robins Air Logistics Center - WRCOC Aerospace Industry ...

Warner Robins Air Logistics Center 

WR-ALC Strategic 

Business Outlook 

People First…Mission Always 

18 Nov 09 

Mr. Deryl Israel 

Executive Director 

Warner Robins Air Logistics Center


Overview 


�Center Organization Changes 

�Organizational Focus 

• FM, PK, EN, XP, SB 

�Emerging Trends 

• Air Force Power Technology Office (APTO) 

• Depot Maintenance 

�Robins AFB of the Future 

�Summary 

�Final Thoughts 

�Questions

EQUAL 

OPPORTUNITY 

EO 

Ms. Marilyn Gantt (YC-02) 

CHIEF OF STAFF 

CS 

Mr. Carl Unholz (YC-03) 

Ms. Stephanie Hardin (Dep) (YC-02) 

HISTORY 

HO 

Dr. William Head (YC-02) 

330 TH AIRCRAFT 

SUSTAINMENT WG 

(330 ASW) 

Col Tim Freeman, CC 

Mr. Greg Stanley, DV (YC-03) 

WR-ALC 

STAFF OFFICES & WINGS 

ANG ADVISOR 

CCG 

Col Keith Martin 

PERSONNEL 

DP 

Ms. Mary Larralde (YC-03) 

Mr. Max Wyche (Dep) 

JUDGE ADVOCATE 

JA 

Col Jeffrey Wilcox 

Mr. Lake Holt (Dep) (YC-03) 

SMALL BUSINESS 

SB 

Ms Kathy Cames (YC-03) 

542 ND COMBAT 

SUSTAINMENT WG 

(542 CSW) 

Col Tim Freeman, CC 

Col David French, CV 

WR-ALC COMMAND SECTION 

Maj Gen Polly Peyer, CC 

Col Robert Stambaugh, CV 

Mr. Deryl Israel, CA (SES) 

MOBILIZATION 

ASSISTANT 

CCR 

Col Edward Yarish 

ENGINEERING 

EN 

Mr. Kenneth Percell (SES) 

Col Jerry Couick (Dep) 

MUSEUM 

MU 

Mr. Ken Emery (YC-03) 

Mr. Dudley Bluhm (Dep) (YC-02) 

PLANS & PROGRAMS 

XP 

Ms. Kim Lynn (YC-03) 

Mr. Calvin Butts (Dep) (YC-03) 

402 ND 

MAINTENANCE WG 

(402 MXW) 

Brig Gen Lee Levy, CC 

Ms. Marian Fraley, DV (YC-03) 

RESERVE AFFAIRS 

DPV 

Mr. Kenneth Houck (YA-02) 

FINANCIAL MGMT 

FM 

Mr. Kalwant Smagh (YC-03) 

Mr. David Nuchols (Dep) (YC-03) 

CONTRACTING 

PK 

Mr. Steven J Zamparelli (SES) 

Col Todd Pospisil (Dep) 

78 TH 

AIR BASE WG 

(78 ABW) 

Col Carl Buhler, CC 

Col Debra Bean, CV 

3

Proposed WR-ALC 

Organizational Changes 



�Direction: Product Support realign to Aircraft Sustainment 

Wing (ASW) and Supply Chain Mgmt realign to AFGLSC 

IAW AFMC/CC letter, dtd 1 May 09 

�542 nd Combat Sustainment Wing (CSW) will be inactivated 

& divested into ASW, Air Force Global Logistics Support 

Center (AFGLSC) & WR-ALC Engineering Directorate 

�330 th Aircraft Sustainment Wing (ASW) will retain wing 

designation; however, subordinate groups and squadrons 

will convert to divisions and branches 

–Name changes to Aerospace Sustainment Wing 

�AFGLSC Product Support will realign to ASW 

�All initiatives are pending approval by Air Force 

�Targeted implementation date - 30 June 2010 

4

FY09 Center Funding 

$5.34B 

FY10 Funding 

�Under CRA through December 

�No significant program cuts expected 



Major Categories 

•Strategic Airlift (C-5, C-17) 

•Surveillance (U-2, JSTARS) 

•Tactical Airlift (C-130) 

•Support Equip & Vehicles 

•Electronic Warfare 

*Additional $4.6B in Foreign 

Military Sales supported at 

WR 

5

$ In Billions 

CONTRACT ACTIONS 

Contracts Awarded 

includes Central, 78 CONS, and Newark 



14887 14381 13945 11658 16575 16153 14028 13353 13336 12454 11031 11075 

FY98 FY99 FY00 FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 

Increase in Dollars Awarded/Decrease in Contracting Actions 

6

Acquisition Challenges 

�Scrutiny of Undefinitized Contractual Actions 



• SAF/AQ Policy Memo - 09-C-01 (Jul 09) rescinded 

GWOT 100% funding exception 

Center OPR: Mr. Steve Zamparelli/PK 

�Reduce Use of Time & Material (T&M) Contract Types 

• Increased oversight of contracting activities using T&M 

for more than 10% of services spend 

Center OPR: Ms. Crystal Hollifield/PKC 

�Additions to the Acquisition Process 

• Multi-functional Independent Review Team (MIRT) 

• DoD Peer Reviews of Contracts 

Center OPR: Ms. Theresa Lamb/PK 

7

• Energy 

WR-ALC Strategic Sustainment 

Technology Focus Areas 

• Continuous Condition Monitoring 

– Integrated Systems Health Monitoring 

– Aircraft Subsystem Diagnostics 

– Prognostics based on existing data 

• Maintenance Acceleration/Increased Density 

– Cost Reduction 

– Crack and Corrosion Detection and Prevention 

– Depot & Maintenance Shop Improvement 

– Supply Chain Enhancements 

– Cost-efficient and environmentally conscious 

– Small, transportable alternative energy 

sources 

– Hybrids, renewable, hydrogen, fuel cells, 

biofuel, distributive power generation 

• Environment 

– Lead-free solder 

– Hexavalent Chrome replacement 

– De-paint and coating removal alternatives 



• Improved Reliability 

–Cost Reduction 

–Obsolescence Management 

–Higher life-cycle components 

–Improved High Power Amplifiers 

• Improved Agile Combat Support 

–Improve BEAR Technologies 

–Improve supply chain methods 

Center OPR: Frank Zahiri/EN 

8

Center & GLSC Level Systems 

Engineering Plan (SEP) 



� Engineering Directorate is developing a SEP that 

will: 

• Document and standardize core processes 

• Focus on 10 Life Cycle processes identified in AFMCI 

63-1201 and Air Force Systems Engineering 

Assessment Model 

• Configuration Mgmt (CM) 

• Decision Analysis (DA) 

• Design (D) 

• Manufacturing (M) 

• Project Planning (PP) 

Process Areas 

• Requirements (R) 

• Risk Mgmt (RM) 

• Sustainment (S) 

• Tech Mgmt & Ctrl (TMC) 

• Verification &Validation (V) 

Center OPR: Karen Brigance/EN 

9

AF Systems Engineering 

Assessment Model 


� AF SEAM 

• A single AF-wide tool which can be used for the 

assessment and improvement of Systems Engineering 

(SE) processes in a program/project 

• Assessments are conducted per AFMCI 63-1201 and a 

Center Technical Authority approved plan and schedule 

� The primary purpose of AF SEAM 

• To promote the application and use of standard SE 

processes across the AF 

• To improve the performance of these processes through 

Continuous Process Improvement 

Center OPR: James Jeter/EN 

People First…Mission Always 10

AF SEAM Assessment 

Process 



11

Tech Lessons Learned 



�F-15 Longeron Crack, Catastrophic Failure 

• Manufacturing tolerances and engineering processes can 

have a significant effect on fleet service life models 

• Action: On-going teardown inspection and full scale 

fatigue test Center OPR: James Gaskin/EN 

�C-130J Center Wing Box, Usage Life 

• Changes in use, weight, speed, and altitude can have a 

dramatic effect on force structure management and 

aircraft availability 

• Action: Changing production configuration to an 

enhanced service life box and providing oversight to fleet 

usage Center OPR: James Gaskin/EN 

12

Tech Lessons Learned 



�C-5 Bonded Structure, Age Deterioration 

• Bonded honeycomb panels driving supply down time 

• Action: Developing Material Requirements and 

Material Supply strategies and performing preinduction 

inspections Center OPR: James Gaskin/EN 

�Lead Free Solder, Reliability and Safety Issues 

• Components have unknown reliability, creeping into 

supply system 

• Action: Updating Tech Orders and process 

specifications, have established an ALC Lead Free 

Control Plan, and training maintenance personnel 

Center OPR: Mark Thomas/EN 

13

Emerging Trends… 

Technical Data Future Highlights 



�Information Systems-Expeditionary Combat Support System 

• Uses COTS Enterprise Resource Planning (Oracle ERP) and Product 

Lifecycle Management (Siemens Teamcenter PLM) 

• Replaces over 400 Legacy Systems 

�Future State Process-Configuration Management II Process 

• More disciplined/More integrated 

• Product Data (engineering data/TOs) will be tied to Product Structure 

(Master Bill of Material) 

• Ensures/Enforces Configuration changes are controlled and reflected 

in Product Data 

�Data Trends-Transition from Paper to Intelligent Digital 

• Engineering Data - From Traditional 2D to 3D Models 

–Higher Accuracy - Less reverse engineering from 2D data 

• Technical Orders – From Paper to Integrated Digital Data 

–Electronic data at the point of use - Standard Authoring/Viewing Tools 

14

Center Business Office 

Plans and Programs 

Transformation and 

Continuous Process 

Improvement 

Product Support Foreign Military Sales 



Strategic Planning 

Intelligence Support to 

Acquisition 

15

Emerging Workloads 

Status of Transitioning Programs 

�28 Transitioning Programs identified 

�13 Transition support plans in-work 

C-17 

C-130J 

Sustainment 

Airborne Signals 

Intelligence 

Payload (ASIP) 

Tactical Air 

Control Party 

(TACP-M) 

Tactical Data Link 

– Joint Range 

Extension (JRE) 

C-130 AMP 

C-5 AMP 

Common 

Munitions BIT 

Reprogramming 

Equipment 

(CMBRE) 

HARM 

Targeting Pod 

Joint Helmet- 

Mounted 

Cueing System 

(JHMCS) 

Green – awaiting TSP initiation 

Currently In-Work 

LITENING II 

Production 

MC-130 

Modifications 

Miniature Airborne 

GPS Receiver 

(MAGR-2K) 

Role On/Off Beyond 

Line of Sight 

Equipment (ROBE) 

Global Hawk 

Sustainment 



JSTARS 

CV-22 Flight 

Pubs 

Defense Injection 

Reception 

Emergency Action 

Message (EAM) 

Command 

Gateway Tactical 

Data Links (TDL) 

Aircrew Flight 

Equipment 

Embedded 

GPS/INS (EGI) 

Sustainment 

SNIPER 

Advanced 

Targeting 

Pod 

Panoramic Night 

Vision Goggles 

(PNVG) 

F-15 

Modification/ 

Sustainment 

16



Enterprise opportunity for new business development 

OO-ALC 

CBO 

Center Business Office 

AFMC 

Business Integration Office 

(A8R) 

WR-ALC 

CBO 

AFGLSC 

OC-ALC 

CBO 

17

CBO… 

Key Functions 



�The primary entry-point for industry, 

government (federal, state and local) and 

community business partners 

�The Office of Primary Responsibility (OPR) 

for WR-ALC strategic opportunity 

awareness, assessment, and business 

capture 

�Contact: wralc.cbo@robins.af.mil 

18

Designated Acquisition Official 

(DAO) Responsibilities 



�Overall Responsibility for a Portfolio of Programs 

as Milestone Decision Authority (MDA) 

�Dedicated Program Management of 

• Delegated ACAT II and ACAT III Programs expending 

investment dollars 

• Applicable Programs listed on the Air Force Acquisition 

Program Master List (APML) 

• Perform all associated responsibilities as defined by 

DoDI 5000.2, AFI 63-101 and other DoD and AF Policy 

�Provide Monthly Activity Reports to Service 

Acquisition Executive (SAE) 

19

DAO Vs PEO Vs SDO… 

So What’s the Difference? 



�DAOs 

• Responsible for ACAT II/III Procurements 

• No “Services” responsibilities in DAO capacity 

• Reports to SAE 

• Authority based on DoDI 5000.02, AFI 63-101 

�AFPEO/CM 

• Responsible for Services Acquisitions 

• Reports to SAE 

• Authority based on AFI 63-101 

�Services Designated Official (SDO) 

• Responsible for Service Acquisitions as delegated 

• Reports to AFPEO/CM 

• Authority based on Expectations Management Agreement 

(EMA) delegations 

20

AFMC Delegation via Expectations 

Management Agreement (EMA) 

�Basic 

•Authority:

ACE Lessons Learned 

Start Start Acquisition Early – 

Be 

Be 

Event 

Event 

Driven… 

Driven… 

Not Schedule Driven 

Not Schedule Driven 



� Pre-Strategy • Pre-Strategy Meetings encouraged Encouraged early Early On 

� Acquisition • Acquisition Roadmap located Located onOn ACE ACE Website 

� Realistic • Realistic Milestones Milestones taken Taken intoInto consideration 

Consideration 

CENTER SME: Jamie Bacon/XP-ACE 

22

ACE Lessons Learned 

Conduct Thorough Market Research 



� Quarterly ACE Market Research training provided 

� ACE review of Market Research Reports as 

requested 

� Posting of “Good” Market Research Reports as 

samples on ACE Website 

CENTER SME: Mark Leslein/XP-ACE 

23

Small Business Programs 


�Our Small Business partners are vital to 

Mission Accomplishment 

�Our Small Business Office recently moved 

“outside the gate” for better industry access 

New SB Facility Bldg 205 Hwy 247 CENTER OPR: Ms. Kathy Cames 


Small Business Program 


� FY09 Acquisitions Coordinated with WR-ALC/SB 

• 1,485 PRs estimated at $4.1B 

– 63% sole source/restricted = $2.3B 

– 6% full and open = $319M 

– 2% GSA buys = $55M 

• Set-Asides = 29% = $1.48B 

TYPE PR TOTALS % of $4.1 B % of 1485 

PRs 

SB 282 = $1.2B 27.9% 19.0% 

8(a) 103 = $215M 5.2% 6.9% 

HUBZone 16 = $45M 1.1% 1.0% 

SDVOSB 36 = $22M 0.5% 2.4% 



Advanced Power Technology Office 

� Bridging an oil-based 

economy to a new 

energy economy for the 

US Air Force 

�Focusing on getting 

new energy technology 

out of the laboratories 

and showrooms and 

into the hands of the 

Warfighter 



APTO 

OLD NEW 

Center OPR: Mr. Robert David 

26

�Hybrid/Electrical Drive Systems: 

�Electric motors, Inverters, Advanced batteries, and Ultra- 

Capacitors 



�Hydrogen Generation: 

� Fuel Reformers, Electrolysis, Gasification, and Metal hydrides 

�Fuel Cells: 

Advanced Power Technology is… 

�Renewable Energy: 

�Solar, Wind, Ocean, Biomass, and 

Waste-to-Energy 

�Proton Exchange Membrane (PEM), Solid Oxide and Molten 

Carbonate Technologies 

�Alternative Fuel: 

�Biofuel and Fischer-Tropsch (FT) 

�Distributive Power Generation: 

�To provide on-site electrical power source; 

mobile and stationary fuel cells 

27

APTO Focus Areas 

�Field multi-task capable equipment 

�Reduce airlift and logistic support 

requirements 

�Meet Environmental and Energy policy 

requirements 



�Create Partnerships to advance energy initiatives 

�Share/transfer capabilities to Homeland Defense 

and other agencies 

�Provide dual use capability – Commercial/Military 

28

Aircraft 

� Fewer new 

systems 

� Aging aircraft 

� Service life 

extensions 

� Corrosion 

� Metal fatigue 

� Over-run of 

planned 

workload 


Depot Maintenance 

Commodities 

� Composites 

� Increased 

precision 

� Increased 

complexity 

� Aging 

components 

� Corrosion 

� Metal fatigue 

� Delaminations 



Electronics 

� Obsolescence 

• Testers 

• Systems 

• COTS 

� Service life 

extensions 

� New technology 

• Complex 

Digital 

• Fiber/opt 

• Enhanced 

radars 

� Lack of data 

Software 

� Frequent 

Mission 

updates 

� Non-standard 

code 

� Multiple 

languages 

� Increased 

rehosts 

29

Aircraft 

� Fewer new systems 

� Aging aircraft 

� Service life extensions 

� Corrosion 

� Metal Fatigue 

� Over-run of planned 

workload 

� High velocity 

maintenance 

� Improved 

prognostics 

� Improved 

forecasting 

� Flexible 

workforce 

Depot Maintenance 

Initiatives 

Commodities 

� New Technologies 

-Composites 

-Increased precision 

-More complexity 

� Increasing DoD 

warfighter support 

-DLA/Other Svcs 

-Private Sector 

-Other 

� HVM Support 

� Improved 

forecasting 

� Flexible workforce 



Electronics 

� Obsolescence 

• Testers 

• Systems 

• COTS 

� Service life extensions 

� New technology 

• Complex Digital 

• Fiber/opt 

• Enhanced radars 

� Lack of data 

� Reduce 

proliferation 

� Increase 

standardization 

� Flexible 

workforce 

Software 

� Frequent mission 

updates 

� Non-standard code 

� Multiple languages 

� Increased re-hosts 

� OFP CITEs 

� Centralize SILs 

� TPS style 

guides 

� Common equip 

languages 

� Reuseable 

modules 

30

Robins AFB of the Future 

�Multi-service installation 

• USAF, Army, Marines, Guard, Reserve 

• Civilian/contractor 



�Production areas, administrative, field training, clinic, 

expanded training missions 

�Partners: G-RAMP, Enhanced Use Lease 

�Fixed & rotary wing aircraft supportable 

31

Robins AFB of the Future 



�Major Air Logistics Center, plus 

• MAJCOM – HQ AFRC 

• J-STARS (116th ACW) 

• Flying Missions (339th Flight Test Squadron, 116th, 

Marine Corps) 

• 5 CCG – 689 CCW 

• Central Package Processing Plant (DLA) 

�Facility growth slowed – fewer MILCONs 

�Greener/leaner base 

�EDIMGIAFAD -- Best Community Support in DoD 

32

Summary 


� WR-ALC is a significant Acquisition and 

Sustainment provider 

�Continuing to balance Organizational Structure 

with Roles and Responsibilities of 

Wings/Functionals 

�Process Discipline and Improvement -- Key to 

Future Performance 

�IA/SR Processes – Key to better Acquisition and 

Sustainment Programs 

• Framework to build upon lessons learned 

�Vibrant Future – Technology, Programs & 

Maintenance 


Final Thoughts… 

� If you’re NOT Working To: 

• Improve Aircraft Availability 

• Lower Costs 

• Provide Capability

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