Headquarters Air Combat Command Acquisition Management and Integration

Headquarters Air Combat Command Acquisition Management and Integration Center (AMIC) A Benchmark Approach To Executing Complex Services Acquisitions Tim Applegate Director, ACC AMIC This Briefing is: UNCLASSIFIED

Overview • • • Mission/Vision Portfolio Summary Organization CN & BPC Accomplishment/Portfolio Summary Legal Authorities The Ideal Multi-Functional Team Cradle to Grave Process Global Footprint How You Can Help

Mission Produce responsive, cost-effective, mission-focused acquisition solutions to maximize operational capabilities Vision Be the most successful and respected provider of acquisition solutions in the Do. D EXCITE AND DELIGHT our Mission Partners!

Portfolio Summary • ACC Directorates, ACC Tenants, ACC Wings, COCOMS, MAJCOMs, and Partner Nations • AMIC total contract portfolio exceeds $15 B • Oversees >1, 800 A&AS contract employees supporting ACC, AETC, AFCENT and HAF/SAF • Execute ACC Services Advocate responsibilities for ACC/CD • ~$1 B/yr obligated; $40 M/yr cost to operate AMIC = 4% cost of doing business

AMIC Global Footprint . .

AMIC Organizational Chart AMIC Director (SES) DSS Director’s Support Staff DRQ Quality Assurance Division DD (O-6) Deputy Director SEL Sr Enlisted Leader XO Executive Officer DRE Executive Support PM (NH -04) Deputy Director, Program Management PMA Aircraft MX Division PCE Civil Engineer Division PMS Mission Support Division PMC AFCENT Support Division PMT CN&GT Division PLG Logistics Division Det 1 North Warning Sys Ottawa, Canada PK (NH -04) Deputy Director, Contracting DRR Resource Mgt Division DRJ Legal Division DRA Acquisition Support Division Officer: Enlisted: Civilian: Contractor: Total: Auth/Asgn 17/9 126/102 259/215 20/19 422/345 PKA Contracting Division PKB Contracting Division PKC Contracting Division PKD Contracting Division PKF Contracting Division PKS Contract Spt Division Det 2 25 AF Contracting Support JWAC Contracting Division

Accomplishments/Portfolio Sample Accomplishments • In the last two FYs, awarded 80 acquisitions with a total contract value of $431 M to support 7 COCOMs, ONI, NGB and DASD (CN&GT) • Developed 3 SAIDIQs for recurring purchases of boats, radios, vehicles • Standing up capability to support DSCA • • • FOL-BOS Mobile Air Surveillance Systems Columbia SCO Support Multiple Minor Mil Construction iso CENTCOM countries AFG Technical Invest. Unit Counter Threat Finance Detection Equip for Partner Nations Aircraft Technical Support--Mexico Numerous train and equip projects iso COCOMS/Partner Nations 7

Legal Authorities Related to Stability Ops • 10 USC Chapter 3 Section 124 • Detection and monitoring of aerial and maritime transit of illegal drugs: Department of Defense to be lead agency • 10 USC Chapter 15 Section 284 • Support for counterdrug activities and activities to counter transnational organized crime • 10 USC Chapter 16 Section 333 (repealed 1033; Moved Counter-Narcotics Capacity Building from DASD to DSCA) • Repealed NDAA FY’ 98 Section 1033 authority • Moved Counter-Narcotics Capacity Building from DASD to DSCA • Sec. 333 provides the authority to build capacity for: (1) Counterterrorism operations (2) Counter-weapons of mass destruction operations (3) Counter-illicit drug trafficking operations (4) Counter-transnational organized crime operations (5) Maritime and border security operations (6) Military intelligence operations (7) Operations or activities that contribute to an international coalition operation that is determined by the Secretary to be in the national interest of the United States 8

Authorities (cont. ) • 10 USC Chapter 16 Section 333 • Repealed NDAA FY’ 98 Section 1033 authority • Moved Counter-Narcotics Capacity Building from DASD to DSCA • Sec. 333 provides the authority to build capacity for: (1) Counterterrorism operations (2) Counter-weapons of mass destruction operations (3) Counter-illicit drug trafficking operations (4) Counter-transnational organized crime operations (5) Maritime and border security operations (6) Military intelligence operations (7) Operations or activities that contribute to an international coalition operation that is determined by the Secretary to be in the national interest of the United States 9

The Ideal MFT

Integrated Approach Benefits • Process oriented rather than functional task oriented • Mission goals supersede functional goals • Creates program management trade space • Maximizes resource availability • Reduces functional competition for resources • Allows for cost and spend-rate control across functions • Increases responsiveness • Reduces coordination cycle-time • Reduces decision cycle-time • Maximizes training effectiveness • Common skill set and language across functions • Builds team pride yet respects functional expertise • Improves communication • Interaction with COCOM, MAJCOM, Wing, and NAF functionals on requirements • Coordination of requirements/policy with HQ staffs

Cradle to Grave Process Req’t Definition/Job Analysis Req’t Id’d by Mission Owner PWS & Appendices BCA or Ao. A $$IGCE$$ Market Final RFP Source Selection Contract Award Research • Phase I Training • Phase II Training • Initial Evals • Discussions? • FPR Determine If another iteration req’d Draft RFP Risk Analysis Evaluation Criteria • Announcement • Debriefs Update Docs Conduct Kick Off Meeting C O N O P S Industry Day Closeout Conduct ICPR Post Award Mgt

How You Can Help • Respond to RFIs • • Source selection methodology PWS CLIN Structure Etc • Costing/Pricing • Executable? • Post Award Modifications: fair/reasonable? • Post Award • Employee Attrition/Turnover • Transparency on problems • BE A PARTNER ON THE MULTI-FUNCTIONAL TEAM

Questions?