Naval Power and Force Projection

Summer 2017

Military magazines in the United States and Canada, covering Armor and Mobility, focuses on tactical vehicles, C4ISR, Special Operations Forces, latest soldier equipment, shelters, and key DoD programs

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and others all drive how the flying hour program is executed. Our team developed a sustainment account harmonization tool to help programmers and NAE decision makers identify the necessary resources across enabler and readiness accounts and determine the impact of funding levels. Using tools such as these will help smooth our episodic budget process and help us make informed resourcing decisions. NP&FP: How is Air 6.0 facilitating working efforts with other DoD agencies and mitigating associated challenges? Brig. Gen. Masiello: Readiness is a team sport. Collaboration among all stakeholders and providers is essential. Air 6.0, DLA-Aviation, NAVSUP WSS and the Marine Corps Aviation Logistics Support Branch are writing joint standard work packages that define clear lines of responsibilities, specific actions and how to measure results. To increase aircraft readiness and reduce aircraft downtime for supply, we have developed end-to-end supply chain metrics that focus on identifying opportunities to address systemic challenges. We have established teams, using existing and emerging data analytic tools, to improve flight line readiness. These cross-functional teams are creating a roadmap to address our system architecture, processes, funding requirements and concept of operations across naval aviation sustainment. Because of growing technology use and the need to secure data, Air 6.0 is a member of the NAVAIR Cyber Incident Response Team. This team includes the Department of Homeland Security, Navy Safety Cen- ter, Naval Criminal Investigation Service, Defense Cyber Crime Center and Johns Hopkins University Applied Physics Laboratory. To support increased cyber awareness, we are training all Air 6.0 employees in this area. NP&FP: From an industry partnering perspective, how is Air 6.0 working to broaden and strengthen capability implementation efforts? Brig. Gen. Masiello: Industry continues to be integral in naval aviation's acquisition and sustainment. We have taken steps to improve our industrial support contracts, including initiating Fast Acquisition Solutions to Enable Readiness, a family of Navy-wide, multiple-award, indefinite quantity, indefinite delivery contracts to acquire industrial support. Air 6.0 has also established an Agile Industrial Support Initiative, an assisted acquisition service that will help program offices, product support managers and assistant program managers as they contract for industrial support, to include contractor logistic support, performance-based logistics and heavy depot maintenance. Organic supportability of platforms requires technical data to support maintenance, repair and overhaul of fielded systems, with a concurrent need for engineering data to assist in long-term sustainment and modernization of weapons systems. Disputed data rights have, in some circumstances, impacted readiness and led to prolonged nego- tiations when the government asserted its rights years after fielding a platform. We are now addressing this requirement and expectation early in the acquisition phase as well as actively implementing strategies and approaches with industry partners on securing appropriate rights for tomorrow's weapon systems. NP&FP: Any other goals Air 6.0 is addressing going forward in 2017? Brig. Gen. Masiello: Air 6.0 is working closely with COMFRC and other partners to develop and modernize processes key to NAE Sustainment Vision 2020—an approach to transform naval aviation's current practices into a real-time, agile, cost-effective, proactive sustainment system. NAVAIR Commander Vice Adm. Paul Grosklags recently articulated his framework for Vision 2020 as four pillars: • Supply • Maintenance planning • Manpower (including training) • Facilities/infrastructure (including support equipment and test benches) A partner in this initiative, Air 6.0 will use this architecture to lever- age its current data collection, visualization and logistics execution tools and develop new solutions as needed with an eye to capitalize on the vast array of data available within the sustainment infrastructure. Long term, the goal is to employ a digital thread that connects widely disparate information from multiple sources, making that data available to decision makers at any level within the NAE. Alignment of all readiness lines of effort is crucial to naval aviation's future. With this focus and framework, Air 6.0 and other stakeholders will enable sustained readiness and quicken the delivery of capability to the warfighter. Aircraft Electrician Stephen A. Nugen replaces the overhead lighting panel in a former Marine UH-1N Huey Fleet Readiness Center East is converting to Air Force specifications. (U.S. Navy photo) LOGISTICS LEADER NP&FP and DoD P&E | Summer 2017 | 31

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