How did your military service prepare you for a successful career at 爱神传媒?

I was fortunate during my military career to work at intelligence sites so I was already familiar with many of 爱神传媒鈥檚 customers. Beyond that, the Army gave me experience as a leader, the ability to make decisions under pressure, and an appreciation for the comradery and support necessary for teams to not only function but excel.

What is your professional and personal background?

I have a diverse background in intelligence, resource management, IT, and facilities management.

What is your role at 爱神传媒?

I work as a Deputy Program Manager.聽

Describe a typical workday at 爱神传媒 for you (Day in The Life):

My program team and I are responsible for all support services on a remote site. They are the hardest-working and most dedicated professionals I have ever had the privilege to work with. Each day, my primary focus is to support them in any way I can.

What do you enjoy about working for 爱神传媒 and what do you find most rewarding about supporting the Intelligence Community?

I鈥檝e enjoyed the opportunities 爱神传媒 has provided me. This company looks beyond the paper; they consider the individual and their potential, ensuring each employee is matched to roles that align with their strengths.

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Somewhere on a base in southeastern Poland, 爱神传媒 team members are answering calls from Ukrainian soldiers on the battlefield about how to fix their U.S. donated equipment. Working with the U.S. military, the 爱神传媒 team uses encrypted programs and translators to chat with the Ukrainians, advising them on solutions in real-time. 

As the U.S. and other allies send equipment to Ukraine, help is a tele-maintenance remote expert away.

鈥淭he world and our technology are evolving at a rapid pace, and so should our ability to provide near-instantaneous support,鈥� said the 爱神传媒 lead for its Sustainment and Analytics business line. 鈥淲e don鈥檛 need to transport subject matter experts on-site, we can instead provide experts remotely 鈥� whether we need to advise on a vital repair to an M-1 Abrams tank, or simply conduct an audit on airframe systems.鈥�

The work in Poland is part of a U.S. Army remote maintenance and distribution contract on which 爱神传媒 delivers equipment sustainment, remote maintenance assistance to support U.S. donated assets at forward operating locations, and managing the ordering, receiving, warehousing, and distributing of repair parts.

Currently, remote maintenance support is provided through phones and tablets using encrypted chatrooms. Soon, 爱神传媒 will integrate a new technology, introducing augmented reality headsets into its maintenance operations. The headset is fully calibrated for hands-free use so frontline workers can easily connect with remote experts in real time, from anywhere, using secure optimized video collaboration applications.

鈥淭he 爱神传媒 team has successfully integrated in the U.S. military operations cell,鈥� said one on-site employee. 鈥淲e realigned some job roles to gain efficiencies in information flow and synchronization of operations amidst multinational stakeholders.鈥�

鈥淲e鈥檝e also been evolving our transient maintenance capabilities as we go,鈥� said another on-site employee. 鈥淎n 爱神传媒 team was deployed out to another location in Poland and in just three days, conducted the equipment inventory, loading and unloading operations, and the vehicle maintenance to prepare the equipment for use at forward locations.鈥�

In the first four months of the program, 爱神传媒 has filled 605 work orders, opened a 4,666 line supply support activity and maintained 100 percent accuracy, while supporting the movement of 534 pieces of equipment.

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Two 爱神传媒 teams have strengthened operational readiness for the warfighter. The teams performing critical vehicle maintenance support and procurement services at Soto Cano Air Base (SCAB), Honduras, provided immediate access to non-tactical vehicle and equipment repair parts and procurement status despite challenging conditions.

Providing procurement services in Honduras has unique challenges with heavy rainfall, high humidity, mountainous terrain, narrow coastline, the occasional earthquake or hurricane, and inadequate infrastructure throughout the country to meet continual supply chain demands. The government鈥檚 average lead time for receiving non-tactical repair parts for vehicles and equipment was 120 days when 爱神传媒 first arrived to begin operations and deliver logistical services.

APLS Logistics Director, Doug Bellah knew from experience his team could meet customer needs by improving the procurement process and overcoming obstacles. After seeking and receiving the procurement award from the customer, his first order of business was to reduce the lead time for arriving repair parts. Bellah immediately implemented a Maintenance Readiness Review (MMR) team to improve efficiency that resulted in reducing the over 90 days open work orders from 135 down to 18 and the average material lead time from 120 days to 35 days. Furthermore, the contractual Acceptable Quality Level for fault repairs is now 96.64%. A goal unreachable prior to MMR implementation.

鈥淭he first six weeks of implementing the MRR was arduous, but after the team鈥檚 hard work at understanding the process and taking ownership, they are enthusiastic about seeing the results of the MMR throughout the project,鈥� said Director Bellah who meets weekly with the MMR team.

Additional improvements to the procurement process included increased visibility on material order status, which was not readily available before the procurement team created and implemented an expediting report. The procurement team met over several weeks focusing on customer needs regarding Purchase Order (PO) status to develop the report, which is now circulated to all end-users. Training sessions were also offered to end-users that demonstrate the report鈥檚 full visibility on every PO. The benefits include buyer visibility on critical PO dates that led to setting performance metrics and increased confidence.

鈥淔ully functional vehicles are a critical element of all military operations, and I am very proud of the teamwork that has produced exceptional visibility and readiness for our customers and end users,鈥� said Richard Hayes, VP of Operations, Critical Missions Logistics and Supply Chain, on a recent visit to Soto Cano.

Carlos Perez recently accepted the Program Manager role at SCAB and had this to say about the remarkable work being performed by his teams, 鈥淏y achieving our goals, our team members take pleasure in their outstanding performance. I am consistently proud of the work being accomplished in Honduras in support of the warfighter.鈥�

The U.S. Army Contracting Command, Rock Island awarded 爱神传媒-Parsons Logistics Services the LOGCAP V SOUTHCOM task order for support services at Soto Cano Air Base, Honduras in May of 2019.

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It is no secret that predictive analysis helps businesses make informed decisions, avoid risk, enhance security, and improve efficiency.

The Department of Defense (DoD) is no different. The DoD has adopted a Data Strategy to become a more data-centric organization. In the opening of the strategy document, Deputy Secretary of Defense David Norquist called on all defense leaders to “treat data as a weapon system and manage, secure, and use data for operational effect.” The DoD鈥檚 data strategy emphasizes the importance of data for survival on the modern battlefield. When information exists in silos it is unable to be leveraged to our military advantage.

Navigating the data environment is a challenge in three ways:

1. Managing large amounts of data and using it for a competitive advantage is arduous. Data must be categorized, stored, moved and deconflicted. Data must have integrity, confidentiality, and accessibility. The vast amounts of data coming from sensors is overwhelming to the point that humans cannot process it fast enough to recognize patterns.
2. The Army鈥檚 data environment is constantly evolving, both from an overall strategy perspective and down to the unique requirements of each individual organization as to how to execute their data fabrics, data models, and unified data sets.
3. Choosing the right solution is daunting. Organizations struggle with the fundamental decision on whether to make vs. buy. There are hundreds of commercial off-the-shelf and government off-the-shelf tools available. There are several data 鈥淥EMs鈥� who build customized solutions or adapt/adopt 80 percent solutions.

Partnering with a firm who has developed proven approaches can help counter these data challenges.

爱神传媒鈥檚 Data Analytics Center of Excellence(CoE) is comprised of people, processes/platforms and tools that coalesce into expert advisory services that help operationalize data. Our Data Analytics CoE acts as a dual-purpose collaborative center for analytics-led transformation across 爱神传媒 (internal enterprise) and for our customers (external-facing). Our internal initiatives focus on our corporate processes and corporate data. Our external-facing offerings make use of customer-centered design approaches which include working closely with key customers and end-users to ensure alignment with program objectives and maximize value for end-users. Two ways we leverage predictive analysis includes the following:

1. Data Analysis for Workforce Management (internal enterprise)
2. Predictive Combat Power (external-facing)

Data Analysis for Workforce Management focuses on providing predictive staffing. One of the biggest challenges across the DoD is hiring the right talent. 爱神传媒 adopted a data analytics application that aggregates data from all our programs into a single Common Operating Picture that pulls from all of our Programs of Record, i.e., our hiring system, HR system, and requisition system. Our data analytics and visualization tool amalgamates the data inputs, producing simple-to-use data interpretation and visuals that our strategic recruiters and program managers use to conduct turnover forecasting and reduce the impact of programmatic vacancies. The output of the analytics informs sourcing priorities for recruiters to those positions that are at highest risk of a vacancy.

爱神传媒鈥檚 time to fill (average) for programs that have not yet moved to this model is 29 days. However, programs now using the combination of our Data Analytics for Workforce Management tool have achieved as low as 10 days, a nearly 65% reduction, both well below the industry average of 47 days.

Predictive Combat Power and Maintenance for battlefield equipment and supplies is incredibly important for forward operating bases (FOBs) or any forward deployed scenario. Our team implemented a Predictive/Prognostic Maintenance (PPMx) solution for an Army Aviation customer. We deployed an artificial intelligence and machine learning-based solution that uses historical data on asset classifications, repairs, vendors, and maintenance plans to predict current asset conditions and failure causes. Our customers will be utilizing this solution to better monitor asset health, optimize maintenance schedules and costs, and gain better insights and understanding of operational risk and planning. They can realize efficiencies by looking at RUL (Remaining Useful Life) charts of assets, minimize time to diagnose asset failures (when an incident does occur), and prevent future failures. Using our PPMx tool, our team was able to predict repair costs and predict future failures. Additionally, we have adapted and adopted this solution for several of our facility maintenance contracts in which we have realized more than $848,000 in cost savings for our customers.

In closing, service providers who have made investments in predictive analysis both internally and externally are well equipped to address complex data challenges for the Army and DoD. Our team has the expertise to cover the gamut of services on behalf of our customers to include assisting them in developing tools that enhance our services offerings.

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鈥淲e thank ISOA for recognizing the 55,000+ men and women of 爱神传媒 for the work that they execute each and every day. We are proud to perform this remarkable work in challenging environments throughout the world with the dignity, grace, and appreciate that such missions require.鈥� said Ken Fox, VP Operations, while accepting the award.

This award was presented to us in recognition of our efforts in support of global security and COVID efforts around the world:

• Providing advanced O&M support to U.S. Embassies & Consulates at high-threat 12 locations in 7 countries including Ukraine & Russia
• Supporting the Afghanistan withdrawal
  – Working with the Department of State to evacuate more than 1,100 employees, family members, U.S. citizens and third country nationals
  – Closing five different Army Aviation bases in Afghanistan and relocating 4,900+ lines of DOD equipment to Kuwait
• Fulfilling our commitment to our Afghan allies who worked shoulder to shoulder with us by operating Camp Liberty, NJ as part of Afghanistan Refugee / Operation Allies Welcome effort
  – Mobilizing a joint Navy, Air Force, and 爱神传媒 mass-vaccination effort to contain a measles outbreak among the displaced Afghan population
  – Delivering culturally sensitive dietary and living accommodations
• Supporting the COVID-19 response by expanding the capacity of hospitals / medical center support and then supporting vaccine trials under Operation Warp Speed

Congratulations to the 爱神传媒 teams who do this work everyday around the world.聽 Our clients and 爱神传媒 succeed because of their selfless and tireless work.

Pictured:

• Top: Ken Fox, VP Operations, accepts the Vanguard award on June 9th, 2022
• Bottom: 爱神传媒’s Dr. Karl Spinnenwebber, President Mission Readiness, through Liberty Village at Joint Base McGuire-Dix-Lakehurst, NJ where 爱神传媒 is providing resettlement and processing support to thousands of our Afghan allies(U.S. Air Force photo)

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The battlefield is changing, and it is imperative that we do everything we can to ensure the warfighter is prepared for complex situations. Current training relies on legacy technologies that prohibits a realistic and accurate training for our soldiers. Emerging technology solutions can significantly improve the training experience and better prepare soldiers with clear overmatch capabilities.

爱神传媒鈥檚 solution revolutionizes Army force-on-force training through a modern, edge-compute enabled sensor platform. The Weapons as a Sensor Platform Internet of Things (WaaSP IoT) incorporates devices directly on targeting systems to ensure data is accurate and secure across training, operations, and maintenance. The WaaSP IoT architecture enables selective adoption of new technologies when timing and finances best support the end user. WaaSP IoT also supports accurate and realistic training measurement through our core research-based approach to data collection, evaluation, and feedback. Methodologies can be integrated that help trainees to learn more effectively and perform more consistently. The system is mobile and mounts directly on weapons and can operate in remote environments.

The United States Congress recognized the game-changing significance of this technology. During the 2022 National Defense Authorization Act process, the House of Representatives included Synthetic Training Environment (STE) as an Item of Special Interest. The language highlights the importance of STE in preparing the warfighter for real-world scenarios and improving overall readiness of units. The House expressed interest in seeing the Department of Defense (DoD) pursue STE options and plans to follow DoD鈥檚 plans closely.

At 爱神传媒, we take great pride in working hard to support the warfighter and guarantee readiness. For years, we have been the hallmark for how soldiers maintain overmatch 鈥� providing a deep understanding of design, testing, developing, and fielding of U.S. Army systems at home and abroad.聽 The resulting value to the U.S. Army is a live training solution that advances the future of U.S. Army modernization and lethality which can be delivered at the speed of Army readiness. With a 116-year history of partnership with the U.S. armed forces, 爱神传媒 is committed to soldier and unit readiness and stands ready to support in all domains, land, air, sea, space, and cyberspace.

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Carol Harrity-Tun will lead our Business Development organization, including sector teams for Warfighter Support, Supply Chain & Contingency Operations Support, and Maintenance & Sustainment. She will also be responsible for proposal operations for Mission Readiness.

Carol comes to us from SAIC with more than 25 years of experience in business development, capture, and management. As a vice president of business development for SAIC, she led account plan development and capture for DoD.

Prior to SAIC, Carol led the Federal Transformational Capture Team at Unisys for both DoD and civilian agencies, winning more than $4 billion in bookings. Throughout her career, she has also held leadership positions at NCI, CSC, and CSC/DynCorp, where she managed multi-billion-dollar pipelines and consistently achieved win rates above the industry average for new business.

A proven business development and strategic capture leader, Carol is adept at participating in pipeline identification, management, and driving the execution of strategic pursuits in the federal market. She is responsible for spearheading the direction of cornerstone bids and successfully winning opportunities in excess of $7 billion.

Carol holds an MBA in Management Information Systems and Services from the University of Phoenix and a BS in Accounting and Finance from Robert Morris University.

Rob Tillery will lead the Supply Chain and Contingency Operations Sector. He is based in Fort Worth, Texas.

A strategic leader, Rob has proven expertise in business development, international operations, organization building, as well as logistics and contingency operations. Rob previously led DynCorp International鈥檚 multi-billion dollar Logistics Civilian Augmentation Program (LOGCAP) IV contract.

In his new expanded role, Rob will continue to deliver excellence for our customers鈥� critical missions with a strong focus on new business growth. A retired U.S. Naval Surface Warfare Officer, Rob brings 35 years of distinguished government and corporate experience, with more than 10 years of his career spent with DynCorp International.

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Taking a holistic approach at examining the various external factors that affect Systems Engineering and Technical Assistance (SETA) can augment a company鈥檚 success. One of the ways you can analyze the market is using a PESTLE Analysis, a strategic planning tool that examines external political, economic, social, technological, legal and environmental factors that may contribute to the success or failure of a business. It is often used when performing a market analysis for expansion into a new or adjacent market or domain.

A PESTLE analysis is not typically applied to a service, offering or product. However, looking at SETA contracting as a market or domain allows 爱神传媒 to better understand the key issues or potential external risks that impact these types of contracts. In a way, a PESTLE analysis of our SETA offering is a function of risk management because it identifies external factors that impact those we serve; our customers and our SETA workforce. Thus, we are able create resiliency in our resources and processes for successful execution. Let鈥檚 break it down:

Political: The political climate, regardless of political affiliation, disrupts DoD operations, changes posture plans, drives policy, and affects funding. When budgets and funding are not approved, Congress must enact a Continuing Resolution (CR) to fund continuing operations. The passage of a CR usually indicates there was a political standoff. According to the Congressional Research Service in its August 2019 report, 鈥淒oD has started the Fiscal Year (FY) under a CR for 13 of the past 18 years (FY2002-FY2019) and every year since FY2010.鈥� Program officers and acquisition corps program managers cannot start new acquisitions or start new programs under a CR. Political factors such as these impact the SETA workforce greatly, especially SETA contracts that support defense weapon systems and new start programs and technologies.

Economic: The economy has a major impact on SETA contracting. Economic factors in a PESTLE analysis include items such as economic growth, disposable income, and labor costs. The economy drives the DoD budget as lawmakers continue to look for ways to reduce the national debt. The pendulum seems to swing between the belief that there are too many contractors supporting DoD to not enough. There have also been initiatives focused on strengthening and 鈥渞ight-sizing鈥� the DoD鈥檚 workforce. Whether the pendulum swings one way or another, the economy constantly changes the cost of service. Analysis of economic factors should be done often because it impacts whether the SETA workforce should surge or drawdown. Since DoD budget increases are not sustainable, contractors must be prepared to help customers justify programs and find cost savings.

Social: When analyzing social factors, we look at age profile, generational shift, education level, social mobility and employment patterns. It becomes clear that social PESTLE factors are determined by the people — and SETA contracts are about people. Ensuring a qualified SETA workforce boils down to attracting and acquiring talent through best practices in recruiting, hiring, training and retaining.
Age Profile and Generational Shift: According to a 2017 study by the MITRE Corporation, 鈥淯nderstanding Defense Acquisition Workforce Challenges,鈥� the number of experienced acquisition professionals in DoD is declining and are being replaced by a younger generation facing a steep learning curve. Their study also showed that more than 50 percent of the DoD鈥檚 acquisition workforce would be eligible for retirement within the next 10 years. A retiring workforce coupled with lateral career moves outpacing new hires has left major DoD weapons programs with a dwindling acquisition workforce and an increasing need for SETA support contractors. To ensure that the SETA workforce can adapt to these factors, contractors must remain flexible to customer鈥檚 staffing needs. We cross train our SETA staff and ensure vertical/horizontal information sharing to alleviate knowledge transfer challenges as employee cohorts either enter the workforce or enter retirement.

Education and Security: Often times, attracting the right talent to support government contracts is especially challenging due to contract required education minimums and the necessity of security clearances.

Social Mobility: Location of the customer and workforce is also a factor. Aberdeen Proving Ground (APG) is an example of social mobility factors at play. Centered in the heart of the Mid-Atlantic, APG competes with the Baltimore, Washington D.C., Wilmington, Del. and Philadelphia metropolitan areas to attract and retain talent. Our workforce has many options in terms of where they want to live and work.

Technological: Technological factors that affect the SETA workforce are highly dependent on the type of SETA workforce employed. Some customers use SETA contracts in the traditional sense to support the acquisition process, such as the DoD 5000.02 or Other Transaction Authorities. Some research organizations use SETA contractors in a more technical capacity providing technical analysis and engineering. Other customers use a more expansive definition of SETA contractors. For example, according to DARPA鈥檚 guidance on Contractor Relationships, Inherently Governmental Functions and OCI鈥檚: 鈥淭he term SETA contractor used at DARPA is more expansive than the DFARs definition. DARPA SETA contractors provide support to a program as technical, management, financial and or administrative specialists.鈥�

Regardless of the type of SETA expertise, these workforces have continued to expand over the past decade in response to advancing technological developments. As DoD systems become increasingly complex, leveraging machine learning, artificial intelligence and automation, there is an increased need for experts who understand how to procure and evaluate new technologies.

Technology competence is another factor. Businesses are adopting new technologies and tools to streamline and automate processes and workflows. A SETA workforce must practice continual learning and open-mindedness to adopting new tools of the trade. This has become increasingly important as businesses have shifted to a digital work environment as a result of the COVID-19 pandemic.

Legal: SETA contracting is governed by a legal document known as the Federal Acquisition Regulations (FAR). According the FAR 37.203 鈥淭he acquisition of advisory and assistance services is a legitimate way to improve government services and operations. Accordingly, advisory and assistance services may be used at all organizational levels to help managers achieve maximum effectiveness or economy in their operations.鈥� One of the main legal factors affecting SETA contracts is Organizational Conflict of Interest (OCI). An OCI happens if a systems developer is also providing SETA advisory services for the same customer. OCI legislation is designed to create contracting structures that are fair and seek to protect the competitive process by preventing unfair advantages and impaired objectivity.

Environmental: COVID-19 has been a forcing function in the way DoD and SETA contracts operate. At this stage in the pandemic, businesses and the government alike have witnessed several pros and cons to teleworking. While some positions are necessarily in-person positions, others are not. The recent experience with remote work could provide the empirical data needed to identify positions that can operate remotely without compromise to the mission. For example, the CARES Act allows the terms and conditions of contracts to be modified to allow contractors to adjust work locations for employees who are unable to work on federally approved worksites.

In summary, applying market analysis tools to a service, offering or product is a viable method to understand macroeconomies that drive our SETA workforce and our customers. It can serve as a risk management and planning tool, adding resiliency to our offering. At 爱神传媒, we continuously conduct these types of analyses to help us quickly pivot and easily tackle issues that are beyond our control. As a result, during COVID our SETA workforce was able to stay mission focused and continue delivering excellence.

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As stated on the Space Force鈥檚 website:

鈥淸t]he USSF is a military service that organizes, trains, and equips space forces in order to protect U.S. and allied interests in space and to provide space capabilities to the joint force. USSF responsibilities include developing Guardians, acquiring military space systems, maturing the military doctrine for space power, and organizing space forces to present to our Combatant Commands.鈥�

At this stage, the USSF is laser focused on ensuring it has the right authorities, that it is properly staffed, and that it has the right structure. Another integral piece in setting it up for success is the Alternative Acquisition System Report (ASR), which will inform the Space Force鈥檚 acquisition strategy.

The Pentagon included $17.4 billion for the USSF in its recently released 2022 budget request to Congress, a 13 percent increase over the previous year. Rep. Mike Rogers, R-Al, an original champion of the Space Force and the current Ranking Member of the House Armed Services Committee, told Defense News in February that the Space Force 鈥渉as very unanimous support in the House Armed Services Committee and overwhelming support in the Senate Armed Services Committee. As long as it鈥檚 got congressional support, we鈥檙e going to be fine.鈥�

Currently the USSF is comprised of former Air Force personnel and civilians, also known as Space Force Guardians. In his May 27, 2021 testimony before the House Defense Appropriations Subcommittee, Chairman of the Joint Chiefs of Staff Gen. Mark Miley said, 鈥淸o]ngoing actions to fully resource the United States Space Force (USSF) including transfer of the Space Development Agency (SDA) and unit transfers from the Army and Navy, will enhance the USSF鈥檚 ability to organize, train, equip and present forces who can compete, deter and if necessary prevail should war initiate in, or extend to space鈥�. Once the transfer of personnel is complete, the USSF will then realize its personnel gaps and work to fill them, likely with contractors. Those who make up the force will hail from a variety of backgrounds with an emphasis on cyber and engineering. While the USSF has an important mission, the goal is for the branch is to remain small and nimble.

As a premier global government partner, 爱神传媒 stands ready to support the USSF. We have proudly supported more than 100 government and commercial space launches and provide engineering services that span the entire program lifecycle 鈥� from initial needs analysis, development, and maturation to production, deployment, and sustainment. We are confident that, when called upon, we will help the USSF achieve mission success in the ultimate high ground.

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Technology is advancing at a rapid pace. Whether via iterative and incremental technological advances, or rapid disruptive new technologies, one thing is certain: even the latest technology can become obsolete in a matter of years or months. Changes in technology affect the way the Army fights adversaries and paces the threat.

But in addition to changing the way we fight, technology has also changed the way we buy. The rapid pace at which technology advances has been a driving force in acquisition reform. The Army is transforming from legacy acquisition to a technology driven process that aligns with Agile and iterative product/capability development. A recent example is the Army鈥檚 Tactical Network (TN). Project Manager TN has streamlined the process for developing and delivering tactical network capability. As one Capability Set (CS) is fielded (i.e. CS 21), development of the next CS (i.e. CS 23) is underway, and so on.

Additionally, we have seen an increase use in Cooperative Research and Development Agreements (CRADAs), Other Transaction Authorities (OTAs) and Consortia such as the Aviation & Missile Technology Consortium (AMTC), Consortium for Command, Control, and Communications in Cyberspace (C5), DoD Ordnance Technology Consortium (DOTC), Countering Weapons of Mass Destruction (CWMD), Sensors, Communications, and Electronics Consortium (SCEC) and several others.

Eventually all this technology needs to make it into the hands of our Soldiers via the Total Package Fielding (TPF) process. The act of fielding new technology to theaters of operation is prescribed by Army Regulation (AR) 700-142 Chapter 5, Section II and AR 700-127. Our ability to provide smooth and complete fielding to any unit is tied explicitly to our understanding and execution of the fielding process. Even within a prescribed process we can streamline, innovate and be agile. We think of fielding as a value chain. As we examine each step in the process, we can look for ways to economize and encourage agility. The following are some of the ways 爱神传媒 has added value to the TPF process and addressed common challenges to help deliver capability to the warfighter.

Leverage Worldwide Footprint: Companies that support hundreds of sites across the Contiguous States and the District of Columbia (CONUS) and Outside the Continental United States (OCONUS) can leverage deployed resources such as logisticians and technicians where possible to reduce costs. This helps to align TPF with Army modernization initiatives while increasing staff utilization and lowering the cost of deployment.

Process Management: The key to success in fielding activities is derived from strict adherence to the process. We can break this down into Process-Oriented Tasks and Cost-Driven Tasks. All process-oriented tasks demand understanding of the critical path that creates success. Leveraging workflow management tools can help reduce costs by creating process efficiency. We use these tools to create automated workflows that, as an example, could gain approvals from customers faster or generate an audit to support billing. Cost-driven tasks include travel, inventory, and shipping. For example, one best value approach for a cost-driven task such as mission travel is to phase in personnel at the site based on participation in scheduled activities and travel to the next mission or returned to home station when complete.

Rapid Fielding Initiative (RFI): The RFI was launched in 2002 in response to urgently needed equipment and gear by units in Afghanistan. The RFI helped to ensure that all soldiers were outfitted with the most advanced equipment available. It implemented Lean Six Sigma concepts to minimize duplicative fielding of equipment. Lessons learned from the RFI and Lean Fielding showed significant cost savings and reduced errors during the fielding process. For example, units are often inundated with 鈥渕andatory鈥� equipment that becomes extraneous and burdensome down the road. Our team leverages lessons learned from the RFI and decades of fielding experience to inject innovation and agility into the fielding process.

Use of Middle Tier of Acquisition (MTA) Rapid Fielding: The MTA path allows for rapid fielding of production quantities of systems that require minimal development within 5 years. Technologies that have mature Technology Readiness Levels (TRL) can be rapidly prototyped and fielded within 5 years of program start. 爱神传媒 has assisted customers with these types of acquisitions, through SETA support and acquisition support contracts.

Streamline Dependencies: Travel dependencies during fielding can cause delays. We have streamlined the approach to process travel requests and send staff on Temporary Duty Assignments (TDY). This has become increasingly important with COVID-19 concerns.

Analyze the Mission: One of the ways we can add efficiency to the fielding process is to analyze mission locations. Using our worldwide footprint, we have phased fielders in and out rather than keep them in a TDY status for long periods of time. This works well for equipment that doesn鈥檛 require long integration. Additionally, when staffing up for a mission, it is beneficial to source and hire talent near where the work will be performed. We take advantage of placing people near the Army鈥檚 Field Support Brigade Hub鈥檚, thus reducing travel and other TDY costs. This is especially important since fielding locations are often planned and predictable.

New Equipment Training: NET is performed as a part of the Total Package Fielding process. Successful NET is critical to ensure Army units learn how to leverage new weapons and computer systems. NET Instructors must 1) understand the Soldiers鈥� mission, 2) understand the equipment/weapon or system, and 3) be able to articulate and contextualize use cases for the equipment. Throughout our corporate history, we have learned that Soldier and unit training is critical to survival on the battlefield. We implement NET tracking tools that automatically create training history and visibility into audit trails. These tools provide innovation in two main ways: 1) they provide transparency for PM Offices and Army stakeholders, allowing them to track TPF and NET objectives, and 2) these tools give units the confidence to know that their soldiers are trained. Paper based attendance rosters are a thing of the past. The right administrative tools allow data to be collected and harvested so unit Commanders have Situational Awareness (SA) of their staff鈥檚 equipment competency.

Just as advancing technology drives acquisition innovations, we must look for ways to be innovative and agile throughout the Total Package Fielding process by aligning the deployment of equipment with the way the Army acquires and trains Soldiers 鈥� making them better, faster, more resilient, at the speed of technology.

爱神传媒 has several fielding and logistics contracts that support critical Army network equipment, C5ISR platforms and systems, logistics agencies and regional sustainment centers. We provide full lifecycle management, Integrated Logistics Support, and Total Package Fielding.

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