Transforming AMC Test & Evaluation: Using Effects-Based Mobility and AFSO21 to Build a Direct Investment into Air Force Modernization and Recapitalization

Abstract : From 2008 to 2013, American taxpayers will spend over 30 billion dollars to increase the global maneuverability of the American Military. Central to this investment is verifying that dollars invested by the USAF Air Mobility Command (AMC) yield the effects they were intended to produce. Upcoming programs include the KC-X, Joint Cargo Aircraft (JCA), and a variety of modernization/recapitalization (modern/recap) programs for the C-5, C-130, C-130J, KC-10, KC-135 and C-17. With an increasing amount of AMC operational test workload on the horizon, standing up a traditional test and evaluation (T&E) organization seems like a viable option. Unfortunately, large personnel reductions needed to support modern/recap make garnering manpower a challenging task to advocate with the corporate Air Force. However, the authors met this challenge by re-building an organization that represents a direct investment into modern/recap. They conducted a six-month study and concluded that a right sized operational test force increases potential for cost reduction, because it is lean enough to create savings for Air Force modern/recap programs. In order to achieve this vision, the authors used an emerging doctrine called Effects-Based Mobility (EBM) to connect the joint fight with the T&E Enterprise. The authors also used Air Force Smart Operations (AFSO21) to pinpoint shortfalls in the existing organization and quantify potential cost savings. When used together, this analysis cut overhead and transformed the organization into a predictive, lean organization that represents a direct investment into Air Force Modernization and Recapitalization programs.