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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滨苍迟谤辞诲耻肠迟颈辞苍听听听听听听

For the U.S. to maintain its role as the leading industrial nation, every arm of the federal government has recognized the need to address climate change and the risks this poses to our national and economic security.

As a nation, we don鈥檛 only need to alleviate and slow down the effects of climate change, we also should take the lead in adapting to a new world order that includes more volatile weather events, displacement of people, challenges in transportation and agriculture infrastructure, and impacts to our defensive posture. To ensure our country is ready for tomorrow鈥檚 world, we need a more complete approach that includes an energy efficiency strategy, energy sustainability initiatives, and the transition to safer, smarter, cleaner energy technologies.

Reliable Energy Sources Lead to a Safer World

When we look at the U.S. energy infrastructure today, it has largely passed its design life. In 2021, the American Society of Civil Engineers conducted a study on America鈥檚 infrastructure^[1], giving it a C- grade. An attributing fact was that the majority of the transmission and distribution lines have exceeded their 50-year life expectancy. In short, that same energy infrastructure, well past its prime, is now expected to handle increased demands and under constant pressure to expand.

Another significant vulnerability to our energy infrastructure is IT failures and cyberattacks. The Department of Defense (DOD) is one of the world鈥檚 biggest institutional consumers of energy, exceeding entire countries like Sweden and Portugal, so it comes as no surprise that our energy grid is the country鈥檚 most cyberattacked framework. To improve reliability, a movement to independent resilient grids is the wave of the future.

The DOD has plans to move their bases and installations from public grids to on-base power generation systems and a microgrid infrastructure. These plans include use of technologies that will be both resilient and independent, assuring uninterrupted power to support their defense efforts and their most critical missions.

Similarly, the DOD is motivated to eliminate reliance on the world鈥檚 energy system for overseas forward-operation bases. With increased risks and vulnerabilities associated with operating in an international theatre, the DOD is exploring the use of small modular reactors.

Improving our energy resilience, microgrid infrastructure and technology upgrades is critical. Our nation needs to build the infrastructure that could control, integrate and manage power loads from multiple energy sources, condition that power output, and manage the battery storage and charging associated with the grid. This is a key technical capability that needs further development to support independent energy systems.

Smarter Technology for Energy Sustainment

Combating climate change will require new technology development and maturation in the renewable energy sector in areas such as solar, wind, thermal, hydro, hydrogen, and nuclear.

In the case of hydrogen clean energy, technology development to safely and efficiently generate, store, convert and transport hydrogen is already underway with a number of industries, universities and labs within the United States.

Another viable source of sustainable, clean energy is nuclear. Nuclear fission is the technology process in nuclear power plants that operate in the U.S. today. Fission occurs when a neutron slams into a larger atom, forcing it to excite and split into two smaller atoms causing tremendous amounts of energy. Small modular reactors (SMRs) also use nuclear fission technology.

Both the Department of Energy (DOE) and the DOD are exploring SMRs as an alternative clean, carbon free energy source that offers greater flexibility and scalability than traditional larger energy power plants.

The DOE is pursuing SMRs to support remote locations providing individual or groups of independent energy grids. SMRs offer the DOD both energy independence and resiliency, and the DOD sees the value of deploying SMRs across their military bases. They’re also looking at SMRs as a mobile energy option for forward operating bases and deployments to curtail their reliance on local energy grids.

Although still decades from being operationalized, a more powerful source of clean nuclear power is fusion energy. Late last year, DOE announced a scientific nuclear energy breakthrough by producing a fusion energy output higher than the laser energy absorbed by the fuel to initiate it. This major scientific accomplishment, which demonstrates the fundamental scientific basis for inertial fusion energy, was made at the National Ignition Facility, located at the Lawrence Livermore National Laboratory, and was decades in the making.

Fusion is the process by which two light nuclei combine to form a single heavy nucleus, with the excess mass converting to and releasing a large amount of energy. There is more work ahead to harness the potential of fusion energy, build public confidence in its safety, and develop it as a new clean energy source in decades to come.

Energy Sustainability Relies on Clean Energy

One of the challenges we must address is that existing U.S. energy infrastructure is not configured to handle the additional power loads that are delivered by new, sustainable clean energy sources. Recently passed government incentives and recent legislation provides some of the financial investment required to get over the high initial cost of setting up that energy infrastructure, which has traditionally been a barrier to moving towards the sustainable energy model.

The Bipartisan Infrastructure Law includes the largest investment in clean energy transmission in American history. The investment will fund new programs to support the development, demonstration, and deployment of clean energy technologies to accelerate our transition to zero-emissions. The DOE has the mandate to provide those funds in the form of grants to industry to jumpstart efforts and demonstrate technologies associated with several clean energy initiatives.

One of these initiatives focuses on localized hydrogen hubs. Clean hydrogen hubs will create networks of hydrogen producers, consumers, and locally based infrastructure to accelerate the use of hydrogen as a clean energy source that can deliver or store massive amounts of energy.

Hydrogen technologies aren鈥檛 new, but research and development is under way to generate hydrogen using sustainable and renewable energy technologies like solar, wind or nuclear. This allows hydrogen to be stored until converted to energy. Hydrogen gas generation through these technologies eliminate or minimize greenhouse gas emissions.

Even with the right technology to bring us sustainable energy sources, we can’t flip a switch and turn off our full powered plants and gas plants overnight, and a transition to a 100 percent clean energy infrastructure could be years- or decades-long. We would also need scrubbers and filter technologies that allow our existing energy facilities to capture or sequester greenhouse gas emissions being generated. Carbon capture technologies are being refined and demonstrated today, and will help until we move to a completely sustainable energy infrastructure.

Conclusion

We clearly need to strategically invest in and develop our nation鈥檚 energy strategy as a vital, foundational element of our economic and defense objectives. Our country鈥檚 energy sustainability approach should include the focus on capturing emissions today, building the clean energy infrastructure, and developing energy resilience technologies. This holistic approach will lead to a safer, smarter, cleaner world and better stewardship of our environment, not to mention improve our national security today and in the future.

[1] (2021, March 3). Report Card for America鈥檚 Infrastructure, American Society of Civil Engineers. Web – Report Card for America’s Infrastructure, https://infrastructurereportcard.org/

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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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How did you come to join 爱神传媒?

I joined 爱神传媒 my first year after transitioning out of the Army.聽 I was looking for a career where I could continue to use my lessons learned as an Army officer while still building a life outside of the military.

What is your professional and personal background?

Prior to 爱神传媒, I served for eight years as an Army logistics officer.

Describe the work you do and how you think it makes a positive impact.

As a capture manager, I help to develop strategies for bringing new work to the company. This entails working with talented teams of professionals who do everything from research, proposal writing, pricing and various other specialties, ultimately creating solutions that meet customer needs and also help the company grow.

What are some of your accomplishments and/or what has been your proudest career moment?

My proudest moment came from completing my first vehicle convoy OCONUS. I was a first lieutenant in the U.S. Army, serving in Honduras, and this was my first mission outside of the United States.

What do you enjoy about working for 爱神传媒?

I most enjoy being able to still have a mission-focused career that impacts people around the globe, while at the same time enjoying the stability that comes with my home being tied to a location of my choosing.

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

As an Army officer, my soldiers and I were often on the receiving end of many of the kinds of contracted work that 爱神传媒 provided.聽 For example, when I was in Honduras, our motorpool was staffed by what was then DynCorp International personnel.聽 Having had the end user experience gives me insight and perspective to better understand customer needs and solutions.

What are you passionate about?

I enjoy coaching and teaching other people. Whether it is reviewing resumes or helping my younger cousins with school work, I like being able to help the people around me reach their goals.

What鈥檚 your career advice?

You can learn a lot from independent research, but there are unique benefits to having the advice of a mentor who has been where you aspire to go.

What does safety mean to you or do you have a favorite safety tip?

Always have an emergency kit in your personal vehicle. You never know when you might need a flashlight, tire pump, or other small necessities.

What鈥檚 the best invention in the world and why?

The iPod/digital music; my cassette player was not going to make it in the long run.

What does this year鈥檚 IWD theme, #BreakTheBias mean to you?

To me, the biggest part of breaking biases is fostering the growth and expansion of our human connections.聽 Talk to someone new, learn their story, and challenge some of your existing beliefs.

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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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by Dr. Lucas Marino and Dr. Kaitlynn Castelle

Digital twins provide one-to-one models at various levels of system recursion across relevant disciplines, allowing comprehensive, real-time representation of an asset鈥檚 supporting artifacts, products, and properties. They are often more than simply a collection of digital artifacts and data gathered during product development and use. Digital twins:

• Provide user-relevant views generated through digital thread connections to sources of 3D product model visualization and a configuration item鈥檚 associated data,
• Link to Logistics Supportability Analysis Record databases and underlying data sets, as well as to monitoring data, behavior models, and operational profiles,
• 聽Support delivery of capabilities for displaying or simulating condition and behavior of the physical systems through models and data,
• Require management of underlying data and connectivity to authoritative data sources.

Digital threads provide the analytic framework to connect platform data models, associated logistics, technical and performance data, software, and functional support. A system, subsystem, or component鈥檚 digital thread:

• Provides configuration item traceability to each integrated logistics support (ILS) element depending on the application or use case. Acting as a fingerprint, it supports association of everything relevant to what it is, tracked through version-controlled records and historical logs to support development traceability, version history, and technical variance documentation across the lifecycle.
• Links digital twin capabilities of a product鈥檚 artifacts, allowing association of each configuration item to ILS element-relevant information. Examples include:

1. supply support lists
2. technical manuals
3. general or special purpose drawings or diagrams (e.g. engineering schematics, interfacing diagrams, SUBSAFE mapping, fixture drawings)
4. 聽maintenance standards
5. test procedures
6. test pressure diagrams
7. maintenance area details including connections, dimensions, zincs, linear feet of cable, conduit are all potential data elements in this respect.

Key Points for Implementation
Consider the following advice for remaining agile while delivering digital engineering capabilities to sustainment functions:

Remember Who the Customer Is: This is not negotiable; digital models are only useful to those who can use them. Operational users need easy-to-use tools to efficiently leverage digital twin technology with realistic simulations. Users need connections to logistics and technical data that are open, interoperable, adaptable, and available in the cloud and at the edge. Success requires a fully engaged team effort, from the technical product team down to the waterfront maintainers and operators.

Define the Relationships and Outcomes: Technology moves faster than acquisition and procurement rendering deeply decomposed requirements and specifications for these systems problematic. Agile product development provides the flexibility needed to explore innovations as teams work toward previously undefinable solutions and outcomes. Close relationships with highly engaged end-users benefit the long-term view of product data sustainment and development of new digital engineering capabilities to support future state planning yards and maintenance activities. A long-term view of product data sustainment should involve proactive experimentation and trial demonstration of data retrieval, access, transformation, consumption, management, integration, and sustainment across the enterprise.

All Digital Transformations are Unique: Realization and implementation of this technology can be challenged by cultural barriers and aversion to change, aging IT infrastructure, lack of talent, rigid contracts, and weak stakeholder collaboration and flexibility. However, you must remain focused on the unique value that your transformation provides. The convergence of unified disparate analysis tools, databases, and networks will ultimately improve life cycle management and enhance visibility and access for product support of major weapon systems.

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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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How did you come to join 爱神传媒?
I joined the 爱神传媒/AC FIRST team in May of 2009. I was searching for an establishment where I could continue to grow and develop my professional skills. I wanted to be a part of an organization heavily involved with supporting the warfighter mission in Afghanistan.

What is your professional and personal background?
I am an Environmental, Health & Safety professional with 15-plus years of experience creating and implementing programs that improve safety, productivity, and compliance. Proven ability to perform site assessments, identify problems and recommend programs, procedures, and practices to drive immediate and lasting results.

Describe the work you do and how you think it makes a positive impact.
I ensure compliance with applicable federal and local laws, regulations, and standards and coordinate with USG Safety to ensure standards are in-line with Army procedures and regulations. I also seek out best practices within the industry and internationally to ensure continuous improvement within the organization. Lastly, I guide subordinates in implementing EHS policies, procedures, and systems to provide for a safe work environment, which I believe tends to impact employees鈥� overall safety and wellbeing.

What are some of your accomplishments and/or what has been your proudest career moment?
I developed and implemented a safety program in a war zone that resulted in an extremely low Total Case Incident Rate of (0.12), which was well below the industry standard. I was instrumental in reducing the EAGLE Afghanistan Project DBA insurance rate in 2020, received lauded environmental and safety comments in 2019 USG CPARS; developed and implemented a safety inclement weather policy that was adopted by CJOA-A Safety and Surgeon for USFOR-A area of operations.

What do you enjoy about working for 爱神传媒?
I relish that safety is given the highest priority throughout the organization, from top management to lowest-level employee, which is required for long-term sustainability. Advancement opportunities are remarkable, mainly if you apply yourself and go above/beyond expectations. I also enjoy the fact that 爱神传媒 is keen on professional development by always providing opportunities to mentor, train, and coach its future leaders.

What are you passionate about?
I am most passionate about family and friends, who tend to be my biggest motivations and inspirations in life. They鈥檙e also the ones I enjoy spending time bonding with and growing.

What鈥檚 your career advice?
Continue to educate yourself through formal training, life experience or other variable resources. Stay focused and committed to your goals, be a trustworthy individual. Do what you鈥檒l say you would do and never go back on you word. Treat everyone you encounter with the utmost dignity and respect.

What does safety mean to you, or do you have a favorite safety tip?
Safety means having the ability to identify and recognize potential hazards, whether at work or home, and then taking the proper measures to safeguard those you care about such as family, friends, and co-works. My favorite safety tip is to be aware of your surroundings and always expect the unexpected.

What鈥檚 the best invention in the world and why?
The telephone, in my opinion, is perhaps the best invention in the world, as it provides an opportunity for family and friends to stay connected and communicate from all over the world, within seconds.

Anything else you would like to share from a personal or professional perspective?
I consider myself to be a trustworthy and dependable person who tackles all tasks with a smile. I鈥檓 a very easy person to work with; I enjoy taking on new challenges; I always maintain a high level of professionalism regardless of the circumstances and always willing

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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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