Contigency contracting: analyzing support to Air Force missions in Iraqi freedom.

Dr Michael Hammer, a recognized leader in the field of process reengineering, notes four principles of measurement: measure what matters, rather than what is convenient or traditional; measure what matters most, rather than everything; measure what can be controlled, rather than what can not be controlled; and measure what has impact on desired business goals, rather than ends in themselves. This edition of the Journal presents two featured articles: "Contingency Contracting: Analyzing Support to Air Force Missions in Iraqi Freedom" and "Aligning Maintenance Metrics: Improving C-5 TNMCM."

In "Contingency Contracting: Analyzing Support to Air Force Missions in Iraqi Freedom" the authors demonstrate how a database of contingency contracting officer (CCO) purchases can be a powerful analytic tool to inform and support policy decisions and initiatives for CCO staffing and training, combat support planning, and sharing lessons within the theater.

The second featured article is part two of a three-part series that examines total not mission capable maintenance (TNMCM) rates for the C-5 fleet. The research demonstrated that home station logistics departure reliability (HSLDR) is aligned with neither aircraft availability nor TNMCM. Maintainers at the wing level work to support operational effectiveness; however, higher levels of Air Force supervision appear more focused on improving strategic readiness. This disconnect in priorities was determined to be a root cause of the C-5 TNMCM rate being below Air Force standards.

This article is dedicated to the memory of C, Robert Roll, PhD, a great friend and a scholar,

Introduction (1)

Contractors have been an important part of US war efforts since they were hired to take care of cavalry horses for the Continental Army during the Revolutionary War. While the history of contracted support to US military operations is a long one, the role of that support has expanded rapidly and extensively, particularly since the end of the Cold War. (2,3,4) Today the US Air Force, as well as the other US military services, buys an enormous amount and variety of goods and services to support its contingency operations. These purchases are necessary for a wide range of activities, including feeding, housing, and protecting military personnel; repairing aircraft weapon systems; and transporting personnel and supplies. The outcomes of these purchases directly affect the Air Force's ability to succeed in a contingency environment.

Purchasing goods and services to support contingency operations can provide several types of benefits to the Air Force. As with most types of outsourcing, contract support frees up airmen to perform core military activities. Providers that specialize in the outsourced goods or services often can offer improved performance and cost outcomes, if managed effectively. Buying in-theater reduces requirements for scarce transportation resources, potentially shortening deployment timelines, and also garners host-nation support for US military presence. Additionally, having the capability to purchase as needed, rather than being forced to predict requirements in advance, helps commanders meet emerging demands and the often-changing requirements associated with the realities of war.