28 Nov 05

1. AF Logistics Force Development Professional Development Framework AF/ILGF 28 Nov 05

2. Air Force Commitment Force Development “Our goal in implementing our new Force Development construct is to …invest in all career fields and all ranks more deliberately than we do today in order to better prepare us for the future and better meet yourexpectations… • Connect individual goals to AF needs.. • Improve assessment of individuals via Career Development Plans • Connect development over the course of a career with clearly stated goals for development via Career Templates • Link training and education to assignment experiences • Integrate leadership education through all levels (Tactical, Operational, Strategic) • Enhance leadership and officer involvement … to best utilize their inputs in the development process “… to create and grow leaders capable of taking our Air Force to the next level of excellence … This program will be backed with the commitment and resources to make it successful. ” Chief’s Sight Picture, 2 May 03

3. Key Business Drivers Sustainment Transformation Force Development AF/IL Workforce Strategy • Significantly changing leadership and career development philosophy, methodology and training; • Closely aligning military and civilian career development methods. • Business oriented approach to Logistics Sustainment Operations • Improving availability and reducing cost for sustainment operations • Building flexible and empowered workforce • Developing strategically focused workforce • Implementing new jobs and roles from FY04 – FY08 Demographics • Aging workforce and accession rates NSPS • Significantly changing Personnel processes across DoD

4. Workforce StrategyCharter Objective: Construct a strategic workforce plan for the ‘new’ supply chain professionals inherent in PSCM Scope • A Development Framework for Supply Chain Professionals • Competencies and capabilities • Certifications • Progressions • A Workforce Strategy for Supply Chain Professionals • People Strategy including career path templates and development strategies • Integrated professional education • Leadership Development Approach • Perform a Current Environment Analysis • Develop an initial Professional Development Framework for Supply Chain Professionals • Perform Workforce and skills/competencies gap analysis • Develop a Workforce Strategy and Plan for Supply Chain Professionals and Leaders

5. New PSCM jobs require varied degree of change Some existing skills will adapt to new PSCM processes Some will be distinctively different with new capability requirements Six (6) Critical Capabilities have been identified from PSCM Study & codified inPSCM position descriptions - Analysis & Assessment - Problem Solving - Communications - Decision Making - Planning & Evaluating - Leadership New supply chain environment will require: - New career development processes and tools - Targeted training at both skill level and capability level New Jobs Key Capabilities Targeted Training Overall Impacts of PSCM PSCM personnel will be the first Logistics group to use the Professional Development Framework

6. Professional Development Framework Objectives Professionalize our logistics workforce (military and civilian) • Enhance the competencies and capabilities of logistics professionals • Provide clear career roadmaps for success • Provide a tool for individual assessment and career development • Enable managers to provide deliberate career planning assistance to employees • Provide the foundation for the AF/IL Human Capital Strategy • Provide a common language for development based on capabilities • Provide DTs with a set of competency standards to facilitate career vectoring • Establish professional credentialing processes for military and civilians

7. The Professional Development Framework (PDF) Logistics Profession Core Competencies Developed across four ranges of capability in the following areas: Operational Strategic Tactical Leadership Relationship AF Enduring Competencies Core Decision Making Competencies • Leadership • Relationship • Decision Making • Communications • AF Vision / Mission • Business Communications Leadership Leadership AF Vision / Mission Dimension Capabilities Developed across six levels of capability for: Business 1 2 3 4 5 6 LEVEL Logistics Readiness Supply Transportation Maintenance Maintenance Transportation (Civilian) Supply (Civilian) • Logistics Readiness • Maintenance • Supply (C) • Transportation (C) • Logistics Planning (C) • Contracting • Program Mgt / Industrial • Product Support / Acquisition Dimension Program Management Transportation (Civilian) Capabilities Product Support Logistics Planning Logistics Planning (Civilian) Contracting (Sustainment) Product Support / Industrial Skills Records employee skills used for maintaining and enhancing skills in their current position Program Management / Acquisition Weapons Systems Skills Process Tools & Methods Enablement

8. Logistics Profession Operational Strategic Tactical Leadership Relationship AF Enduring Competencies Core Decision Making Competencies Communications Leadership Leadership AF Vision / Mission Business The Professional Development Framework (PDF) Core Competencies Developed across four ranges of capability in the following areas: • Leadership • Relationship • Decision Making • Communications • AF Vision / Mission • Business

9. Core Competency Detail AF Mission / Vision Business Leadership Core Competencies Relationship Core Competencies Decision Making Core Competencies Inspire Trust Lead Courageously Drive Performance Promote Collaboration & Trust Shape Institution Strategy & Direction Command Org. & Mission Success Embrace & Lead Change Drive Execution Attract, Retain & Develop Talent Risk Management Contracting Concepts Financial Analysis Personnel Administration Leveraging Information Technology Cost Management Influence through Win/Win Solutions Mentor/Coach for Growth & Success Partner to Maximize Results Exercise Sound Judgment Adapt and Perform Under Pressure Assess Self Mission & Vision Organization & Structure Air Force Doctrine Core Values Leadership Communication Core Competency Foster Effective Communications

10. The Professional Development Framework (PDF) Logistics Profession Dimension Capabilities Developed across six levels of capability for: 1 2 3 4 5 6 LEVEL Logistics Readiness Supply Transportation Maintenance Maintenance Transportation (Civilian) Supply (Civilian) Dimension Program Management • Logistics Readiness • Maintenance • Supply (C) • Transportation (C) • Logistics Planning (C) • Contracting • Product Support/ Industrial • Program Mgmt / Acquisition Transportation (Civilian) Capabilities Product Support Logistics Planning Logistics Planning (Civilian) Contracting (Sustainment) Product Support / Industrial Program Management / Acquisition

11. Dimension Capability Detail • Dimension capabilities are the sustainable behaviors and capabilities that are required to perform duties successfully at a professional level. Dimension Capabilities provide a developmental roadmap for a specific functional profession. • For example, the Supply Dimension defines the capabilities supply employees are expected to develop in the Logistics profession. • The Supply Dimension is organized into the following categories: • Supply - General • Forecasting/ Demand Planning • Supply Planning/ Inventory Control and Optimization • Commodity Sourcing/ Strategic Sourcing • Supplier Relationship Management • Customer Centric Viewpoint/ Customer Relationship Management • Supply Data Analysis • For each category, a set of associated behaviors have been defined that all Air Force Supply Logistics professionals are expected to demonstrate and grow.

12. Assessment Process Manager reviews and approves package Assessor reviews and approves – sends to panel Employee submits PDF package Assessment Process for PDF Manager communicates results to employee Panel evaluates package and assigns capability levels Standing panel for first two years – then link with existing DT’s Results given to Manager Provides input to Career Development Plan (CDP) for career vectoring

13. Linking the PDF to Credentialing The Professional Credentialing program enables employees at all levels to be recognized for the attainment of defined levels of professionalism during the course of their Logistics career. The Professional Credentialing program details specific requirements that each Logistics employee must attain to reach the three levels of professional credential. The three credential levels build on each other and provide a distinct career development path.

14. The PDF and Credentialing The Professional Development Framework ties directly to Logistics Credentialing requirements

15. PDF Implementation Timeline Supply Logistics – PDF Enduring Competencies & Supply Capabilities Phase I Prep Enduring & Supply OtherProfessions Pilot Prototype • Adjustments based on Pilot • Communicate Mobilize Trainers - Panels • 50 people • Validation of PDF & Panel Processes • Trainer Preparation • Manual • 250 People • PDF Training • Execute Supply PDF – Increments of 250 people • Number and timing of increments based on PSCM roll-out • Proof of Concept • Manual • 25 People OtherDimensions Logistics Dimensions to be completed May 06 (12-24 months) Apr 06 – Sept 08 (7 Months) to be completed Mar 06 (3 months) Jan-Mar 06 (4 months) complete Phase 2 Capability Training Develop Supply Training Training Requirements Immersion Training IT Installation & Testing IT Requirements & Planning IT enabled Evaluate Impact on Existing Processes MgmtInvolvement Performance Evaluation Job Selection

16. Professional Development Framework BACK UP SLIDES

17. PDF Benefits • Workforce competencies and capabilities aligned with Command goals and objectives • Common standards applied consistently at all levels • New robust tool for managing workforce strategies • Workforce planning based on competencies/capabilities • Targeted training prioritized, controlled and monitored • Management involvement in career development • Common language for tracking competencies/ capabilities • Provide a clear, career path roadmap for success • Career development and assessment tool • Understand how he/she “fits in” to the overall logistics business • Define capabilities valued by the Air Force • Vectored targeted training Individual perspective Command perspective Management perspective

18. PDF Career Assessment Sample Report • Workforce competencies and capabilities aligned with Command goals and objectives • Common standards applied consistently at all levels • New robust tool for managing workforce strategies • Workforce planning based on competencies/capabilities • Targeted training prioritized, controlled and monitored • Management involvement in career development • Common language for tracking competencies/ capabilities • Provide a clear, career path roadmap for success • Career development and assessment tool • Understand how he/she “fits in” to the overall logistics business • Define capabilities valued by the Air Force • Vectored targeted training Management perspective

19. PDF Linkages to Workforce Strategy Force Development/ CONOPS DT’s Dimension Capability Training Professional Credentialing Program CFEPT Professional Development Framework (PDF) • Workforce Planning • Demographics Analysis • Compensation • Performance Mgmt • Selection • Recruiting & Staffing • Retention • AF/DP Core Competency Training • Athena On-Line • SkillSoft • OPAL NSPS Targeted Training Human Capital Strategy The Professional Development Framework ties together the elements of AF Logistics Force Development

20. LRO Dimension Categories DRAFT • Contingency Operations: Directs and fuses the management, monitoring, planning, and execution of Agile Combat Support (ACS) capabilities for air and space operations. • Material Management: Directs materiel management operations in retail or wholesale supply activities. Directs fuels management operations such as environmental compliance, inventory management of ground and aviation fuels. Responsible for overall management and maintenance of the wing’s vehicle fleet. • Distribution Operations: Directs distribution management in support of Cargo, Passenger, and Unit Movement Operations. Providing efficient and economical distribution services to support the mission.

21. Maintenance Dimension Categories (Military) DRAFT • Depot Maintenance: Performs integrated logistics support element planning for acquisition/modernization programs. Directs and manages depot weapon system/commodities sustainment activities. Leads Unit and maintains good order and discipline for Mission accomplishment • Acquisition/Sustainment Maintenance: Performs integrated logistics support element planning for acquisition/modernization programs. Directs and manages depot weapon system/commodities sustainment activities. Leads Unit and maintains good order and discipline for Mission accomplishment • Operational Maintenance: Leads, trains and equips personnel providing combat ready weapon systems to meet warfighter demands. Directs On equipment, Off equipment, staff activities and materiel management programs. Leads Unit and maintains good order and discipline for Mission accomplishment.

22. Maintenance Dimension Categories (Civilian - Depot) DRAFT • Business Operations: Manages and coordinates the business operations of the depots to include: wing, group, squadron and flight, which include budget preparation and control, human resources administration, accounts payable, accounts receivable, contract management, strategic planning, work-loading, business resources, and other business operations related services • Materiel Management: The functions supporting the complete cycle of materiel flow to/from and within depot maintenance operations, from the purchase and internal control of production materials to the planning and control of work in process to the shipping and distribution of the finished product to the maintenance customer • Maintenance Production Support: The planning, scheduling, execution and control of the process of through-putting aircraft, engines, or commodities in depot maintenance. Production management focuses on the effective planning, scheduling, use, and control of the depot maintenance production process. Industrial Engineering/Plant Management: Organizes the resources and services necessary to provide tracking, scheduling, staffing, procuring and maintenance of depot maintenance facilities and equipment, oversees industrial equipment user calibration quality and facility support/equipment inventory control, and coordinates facility and equipment support installation and repair activities.

23. Contracting (Sustainment) Dimension Categories DRAFT • Customer Needs Analysis - (Planning), (Business Advisor), Analysis, Market Research, risk assessment, Forecasting/Demand Planning, Identifying Contracting Requirements (shape user requirement based on sourcing strategy), Definition of user mission & requirements, Strategy Definitions (What, When & How Many) • Acquisition (Procurement) Planning - Business Solutions (contract types, who, how) • Contract Execution - Solicitation, evaluation, negotiation, award (build contract) • Contract Performance Assessment - Evaluating Performance, Change Management, Dispute Resolution, Close Out, Strategy Evaluation :

24. PDF is IT Enabled

25. Environment Analysis – Focus Groups Objective of Focus Groups • Focus Groups were conducted to gather employee perceptions and concerns on current career paths, career development, promotion requirements, performance process, skill development, education, training, coaching and mentoring Approach • 19 2-3 hour focus sessions • Broad representation of future supply chain professionals • 8-12 participants per session • AFMC HQ, Three ALCs and non-ALC locations Locations and Dates • AFMC - Wright-Patterson AFB – April 1, 6-7 • OO/ALC -Tinker AFB – April 13-15 • OC/ALC - Hill AFB – April 20-22 • WR/ALC - Robins AFB – April 27-29 • Air Combat Command (ACC) – Langley AFB – May 10 Participation Results • 149 employees participated across five locations • Entry Level -- 34 participants • Leadership Potential – 38 participants • Career Leadership -- 40 participants • Commodity Council – 14 participants • CCP – 23 participants

26. Environment Assessment Summary Conclusions • Highly dedicated management is focused on accomplishing assigned functions, but employee development is not generally valued; development focus is often by individual manager initiative • There are no clear leadership development career paths or a supporting process: Leadership development is not competency based • Within LCCEP there are a multitude of offerings but no alignment with specific development programs or job needs; there is no obvious functional or professional competency framework within LCCEP • Advancement is not primarily performance based but driven by a variety of approaches such as automatic progressions, WPS point accumulation and non-capability probing interviews • Promotion and progression process lack fairness credibility even with management attempts to level the playing field • Performance Management seen as an annual requirement that has little real value • Information awareness and communication is lacking and augmented by inconsistent and independent approaches • Credentialing is synonymous with professional stature