By Raymond A. Pyles, Robert S. Tripp, Kristin F. Lynch, Don Snyder, Patrick Mills
Describes a possible universal working process (COP) for the Air strength materiel sustainment process (MSS). The authors first boost a COP in accordance with the foundations of effects-based measures, schwerpunkt (organizational focus), selection rights, and a nonmarket financial framework, then they follow the COP to depot-level reparable part sustainment to demonstrate how the COP might enhance total MSS potency and responsiveness.
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Extra info for A Common Operating Picture For Air Force Materiel Sustainment: First Steps
CHAPTER FOUR An Example: Common Operating Pictures for the Materiel Sustainment System This chapter has two purposes. First, we illustrate how one might apply Chapter Three’s methodology to design a common operating picture and the organizational relationships it supports. S. Air Force materiel sustainment activities that aﬀect aircraft— ranging from component maintenance to aircraft depot maintenance to aircraft modiﬁcations. Thus, as this chapter discusses each Chapter Three step in turn, it proceeds like a funnel—ﬁrst describing wide-ranging issues that aﬀect all sustainment activities early in the chapter then successively narrowing the context, ﬁrst to depot-level reparable components, then to the activities associated with planning the maintenance and resupply for those components, then ﬁnally to the daily actions needed to operate the DLR sustainment subsystem.
Its ﬁrst widely noticed result was the operational concept of blitzkrieg during World War II. In physical science, schwerpunkt means the centroid, or center of mass, of an object. In its military context, it means the focal point or main objective or eﬀect to be obtained in an operation or activity. Framework 13 The idea of a focal point or a center of gravity has been understood for some time in military thinking (Clausewitz, 1832). Boyd extends that notion when discussing the blitzkrieg approach.
So far, this approach does not address the moral hazard issues. A demand-side entity can still demand more than it actually needs, and a supply-side entity can promise and deliver less than its actual capability. Three solutions to the moral hazard problem present themselves: competition, experience, and computer models. 3 If the neutral integrator has access to personnel that have previous experience on the supply or demand side, he can draw on that expertise to evaluate proposed and actual performance levels, even if the users or suppliers diﬀer in some ways.
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