By Raymond A. Pyles, Robert S. Tripp, Kristin F. Lynch, Don Snyder, Patrick Mills
Describes a possible universal working method (COP) for the Air strength materiel sustainment approach (MSS). The authors first strengthen a COP in response to the rules of effects-based measures, schwerpunkt (organizational focus), determination rights, and a nonmarket fiscal framework, then they follow the COP to depot-level reparable part sustainment to demonstrate how the COP could increase total MSS potency and responsiveness.
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Extra resources for A Common Operating Picture For Air Force Materiel Sustainment: First Steps
Thus, the USAF needs a ﬂexible materiel sustainment system that can adjust rapidly to changing operational activities and goals while maintaining the highest possible eﬃciency and eﬀectiveness. As we will argue in succeeding chapters, a centralized mathematical optimization program is not the solution to this problem. Introduction 3 However, a fully decentralized decisionmaking system is not the answer either. Such a system may place too much emphasis on locally observed eﬃciencies and local goals, to the detriment of the overall system performance and military operational goals.
Also, their support system must provide the resilient, durable maintenance and resupply activities required to continue combat or other deployed operations over a prolonged period. Finally, they must recover quickly from peacetime or contingency deployments in order to be ready to respond to future contingencies and other deployed operations. While there are many other functions required for agile combat support, DLR sustainment is omnipresent. Aircraft Materiel Sustainment Measures of Effectiveness Next, we turn our attention to the second step in the analytic approach, which is to relate those objectives to eﬀects the supply side must produce.
In the ideal circumstance, a single agency might have all three factors. Often, they do not. As hinted above, it may be possible to create a COP that would include all the MOEIs about how well an organization is progressing toward its ultimate eﬀectiveness goal for a particular class of decisions. If that is the case, why not centralize that decisionmaking? The answer lies in the three factors identiﬁed above. 2 See the appendix for a summary of the key elements of this research area. Framework 11 Information Availability Even if it has the MOEIs, a centralized agency may not have all the information needed to make the decision.