AFSC 21RX LOGISTICS READINESS OFFICER CAREER FIELD

DEPARTMENT OF THE AIR FORCE CFETP 21RX

Headquarters US Air Force Parts I and II

Washington, DC 20330-1030 30 June 2017

AFSC 21RX

LOGISTICS READINESS OFFICER

CAREER FIELD EDUCATION

AND TRAINING PLAN

ACCESSIBILITY: Publications and forms are available on the e-publishing website at

www.e-publishing.af.mil for downloading or ordering.

RELEASABILITY: There are no releasability restrictions on this publication.

LOGISTICS READINESS BADGE

Combines the falcon, oval wreath, and globe with one lightning bolt and

quartermaster key to denote the logistics readiness competencies of 1) Supply

Management and 2) Deployment, Distribution, and Transportation (DDT).

HERALDRY

The falcon at the center symbolizes the Air Force. It also symbolizes American

military strength, dedication, and devotion to duty of Logistics Readiness Officers

who support the generation and employment of aerospace forces across the

spectrum of warfare. The globe with three encircling arrows is symbolic of the

extensive range of our logistics support mission and capability to sustain our

forces by land, sea, or air. The key symbolizes the security, safekeeping, and

control of materiel in the old “Quartermaster Corps” tradition. The lightning bolt

symbolizes the integrating role of contingency operations and the capability to

combine essential logistics elements into a coherent plan supporting the

warfighter. The olive branch surrounding the badge symbolizes the peace

aerospace forces provide through a professional LRO group.

Wear the basic badge after graduating from the Logistics Readiness Officer Basic Course. Wear the senior

badge after having completed training requirements in three of the five primary logistics readiness

proficiencies of Supply, Transportation (Ground or Air), Fuels, Vehicle Management and Logistics Plans

and after having completed 7-years as an LRO. Additionally, the LRO must complete certification

requirements for both competencies (Supply Management and DDT). Wear the master badge at the 15-

year point, having completed all training requirements.

NOTE: Interservice transfers that have completed another services logistics course are authorized to

wear the LRO Basic Badge with documented approval from the MAJCOM A4R or 21R MAJCOM

Functional Manager.

CAREER FIELD EDUCATION AND TRAINING PLAN

LOGISTICS READINESS OFFICER (LRO) SPECIALTY

AFSC 21RX

TABLE OF CONTENTS

PREFACE

PART I

Section A - General Information

Purpose of the

CFETP

CFETP Uses

Coordination and

Approval

Section B - Career Field Description, Training and Progression

The Logistics Readiness Officer Career

Field

The Logistics Readiness Officer and Developing the Force

Implementation/Qualification Requirements

Section C - Competency Training

Requirements

AFSC Prefixes

21R4 DAFSC

Section D - Resource Constraints

PART II

Section A - Course Training

Standards

Task, Knowledge, and Competency

Level

requirements

Section B - Training Course Index

Purpose

AFSC Awarding Courses

Non-AFSC Awarding Courses

TABLE OF

CONTENTS CONTINUED

Section C – Support Material

Section D - LRO Proficiency Training Record

Charts

Chart 1. Logistics Readiness Competencies and Proficiencies

Chart 2. Career Progression

Chart 3. LOOP

Chart 4. LRO Training Records Levels of Understanding

Chart 5. General Roles and Responsibilities Training Matrix

Chart 6. Logistics Plans Training Matrix

Chart 7. Transportation (Ground) Training Matrix

Chart 8. Transportation (Air) Training Matrix

Chart 9. Supply Training Matrix

Chart 10. Vehicle Management Training Matrix

Chart 11. Fuels Training Matrix

Chart 12. Life Cycle Logistics Training Matrix

Table

Table 1. Qualification Requirements

Attachments

Attachment 1: Course Training Standards, Logistics Readiness Officer Basic Course

Attachment 2: Logistics Readiness Officer Training Courses

Attachment 3: Terms Explained

Attachment 4: 21R Specialization Track

_____________________________________________________________________________

OPR: 344 TRS/TRR

Certified by: AF/A4LR, Col Jeanne I. Hardrath

Supersedes: CFETP 21RX, dated 1 August 2013

Pages: 77

PREFACE

“Strategic Context: New Air Force operating concepts are evolving to meet the changing global threat

requiring new logistics operating concepts to support them. In turn, this will require new knowledge,

skills, and abilities in our officer, enlisted, and civilian workforce that align to the way we must operate in

the future. These changes must be identified and implemented across the near, mid, and long-term

planning time frames.

Vision: We must be able to deliberately, repeatedly, and affordably deliver high quality, integrated, agile

Total Force Integration (TFI) logisticians, across all planning time horizons, with the right competencies,

at the right place, at the right time to provide agile logistics support of Global Vigilance – Global Reach –

Global Power.”

Air Force Logistics Human Capital Strategy, 2016

1.0. Logistics Readiness Officers, encompass the integration of logistics disciplines for air and ground

transportation, supply management, fuels, vehicle management and logistics plans. Their responsibilities

include directing integrated logistics processes, accomplishing joint logistics planning for warfighting

support and sustainment with the joint staff, unified commands, other military services and agencies of

the Office of the Secretary of Defense and directing acquisition, retail and wholesale logistics activities.

2.0. The CFETP: The CFETP consists of two parts that are used to plan, manage, and control training

within the 21R career field. Officers, supervisors, and commanders will use each part to plan, manage,

and execute career field-specific education and training.

2.1. Part I contains four sections and provides information necessary for overall management of training

in the career field. Section A explains how to use the plan; Section B identifies career progression

information, duties and responsibilities, training strategies; Section C associates each skill level with

qualifications (knowledge, training, education, experience, etc.); and Section D indicates resource

constraints in formal/unit training (i.e. funds, manpower, equipment, facilities).

2.2. Part II describes education and training venues, as well as the mechanics for accomplishing required

education and training. Section A identifies Course Training Standards (CTSs); Section B identifies

required and additional education & training venues; Section C Support Material; Section D identifies the

LRO Proficiency Training Record.

3.0. Using the CFETP: The following individuals must utilize this CFETP to ensure LROs receive

effective and appropriately-timed education & training and skill-enhancing experience at appropriate

stages in their development. At the unit level, commanders, supervisors and trainers will use Part II to

plan and conduct training commensurate with the requirements directed by this plan. Additionally,

individuals occupying the following positions must comply with but are not limited to the following

duties and responsibilities:

3.1. Individual: Individuals should complete CFETP core requirements for upgrade from 21R1 to 21R3

within 48 months of being assigned to a 21R position. Check records to ensure 21R3 certification has

been awarded. With prior coordination and approval from their squadron commander (or equivalent), Air

Reserve Component (ARC) members may extend this requirement to 72 months to accommodate

availability constraints. Individuals will also complete required education & training requirements for

upgrade to senior and master skill levels as directed by this plan.

3.2. Unit Training Manager: Responsibilities are outlined in AFI 36-2201, Air Force Training

Program Career Field Education and Training. Responsibilities include (but are not limited to) loading

member’s CFETP into Training Business Area (TBA), assisting supervisors and commanders with

tracking/managing completion of Competency Training Matrices (Part II, Section D), and granting

supervisors and commanders access to electronic training records. Field grade and above LROs, with at

least a senior rating, do not require training records; however, the unit will ensure training is accurately

identified in readiness reporting systems.

3.3. Supervisor/Operations Officer: Supervisors and Operations Officers will ensure trainees

understand fundamentals of each Proficiency Training Matrix task, manage and control officer

progression through competency training, and document training completion in TBA and the Military

Personnel Data System (MilPDS). Supervisors and Operations Officers will also determine work center

rotations, identify local training tasks and conduct documented quarterly training progress review with

trainee, verify pre-task/task/post-task actions are included for follow-on training and certify completion of

training.

3.4. Squadron Commander: Squadron commanders (or equivalent) are responsible for ensuring

assigned officers meet requirements prescribed in this CFETP. Squadron commanders (or next higher

authority) will certify competency training progression by documenting task completion in TBA. These

responsibilities may be delegated to the squadron Operations Officer. Commanders will also certify

award of the 21R3 AFSC and senior certification via submission of an AF Form 2096, Classification/On-

The-Job-Training Action, to their local Force Support Squadron (FSS) for final disposition.

3.5. MAJCOM A4R: MAJCOM A4Rs or 21R MAJCOM Functional Manager will abide by

responsibilities outlined in AFI 36-2201.

PART

SECTION A - GENERAL INFORMATION

1.0. Purpose of the CFETP. This CFETP contains and provides information for career field functional

managers, commanders, supervisors, trainers, and the technical training centers to plan, develop, manage

and conduct a robust career field training program. This plan identifies initial skills, upgrade,

qualification, advanced, and continuation training.

1.1. Serves as a management tool to plan, develop, manage, and conduct a career field training program;

it is also used to ensure established training is provided at the appropriate points throughout an officer’s

career.

1.2. Identifies requirements for each skill level and recommends training for each phase of an officer’s

career.

1.3. Lists training courses available in the specialty, identifies sources of training, and provides the

training medium (See Attachment 2).

2.0. CFETP uses. This is the comprehensive plan to ensure a cohesive training program is instituted for

each officer.

2.1. Air Education and Training Command (AETC) develops/revises formal resident training based on

user requirements documented in this CFETP. AETC is responsible for developing procurement and

acquisition strategies to obtain the resources required to provide training identified in the CFETP. The

AETC Course Training Manager (AETC CTM) and the Air Force Career Field Manager (AFCFM) are

the custodians of this CFETP and ensure HQ AFPC/DP2LL receives approved revisions for publication.

The AETC CTM is responsible for notifying HQ AETC to index the CFETP in http://www.e-

publishing.af.mil.

2.2. The AFCFM will schedule and chair a Utilization and Training Workshop (U&TW) at a minimum

of every 3 years to address the training needs of the career field. The AFCFM will also ensure the

CFETP is validated annually, and updated as needed.

2.3. Squadron commanders use this plan to develop and implement a tailored training program for

officers assigned to their squadrons by reviewing CFETP-directed training requirements and the officer’s

existing documented training accomplished in previous assignments. In addition, squadron commanders

will ensure each officer’s training plan is maintained and tracked in the TBA.

3.0. Coordination and approval. The CFETP is approved and maintained by the Air Force Career

Field Manager (AFCFM) in accordance with (IAW) AFI 36-2201, Air Force Training Program Career

Field Education and Training. Forward recommended changes to the AFCFM, HQ USAF/A4LR.

MAJCOM requests for CFETP updates to include additional training requirements must be submitted to

the AFCFM prior to the annual validation of the CFETP. The AFCFM is the approval authority.

MAJCOM representatives and AETC training personnel will identify and coordinate career field training

requirements. The AETC CTM for AFSC 21R will coordinate with the AFCFM to initiate an annual

MAJCOM review of this document to ensure currency and accuracy.

4. Use of TBA is mandatory for all Active, Guard, and Reserve personnel to document CFETP

requirements. Contact the MAJCOM 21R functional manager if unable to comply with this mandate.

PART

SECTION B - CAREER FIELD DESCRIPTION, TRAINING AND PROGRESSION

1.0. Logistics Readiness Officer Career Field. The 21R AFSC Competency areas of Supply

Management and DDT align with Joint Publication (JP) 4-0 Joint Logistics core logistics capabilities and

the DoD Logistics Human Capital Strategy (LHCS) Core Competencies. Outlined in the chart below:

Chart 1. Logistics Readiness Competencies and Proficiencies

COMPETENCIES

Supply

Management

Deployment,

Distribution and

Transportation

(DDT)

PROFICIENCIES

Supply

Vehicle

Management

Transportation

(Ground or Air)

Logistics Plans

Fuels

Life Cycle Logistics

1.1. Logistics Readiness Competency Definitions. The following paragraphs from the Logistics

Human Capital Strategy describe the career field Competencies:

1.1.1. Supply Management. Skills include the ability to accurately forecast requirements, identify and

select supply sources, schedule deliveries, receive, store, verify and transfer product, and authorize

supplier payments.

1.1.2. Deployment, Distribution, and Transportation. Ability to plan, coordinate, synchronize, and

execute personnel and cargo movement and sustainment tasks in support of military operations.

1.2. Logistics Readiness Proficiency Definitions. The following paragraphs from the Air Force Officer

Classification Directory (AFOCD) describe the career field and its proficiencies:

1.2.1. Supply. Directs materiel management operations to include direction and management of retail or

wholesale supply activities. Included are environmental compliance and inventory management.

Determines, computes, and analyzes current and projected materiel requirements; applies authorizations

and allowances; establishes and maintains non-demand based stock levels; manages asset positioning;

inspects, reviews, and evaluates work methods and procedures. Ensures accountability is maintained for

supplies, equipment, Nuclear Weapons Related Materiel (NWRM), War Reserve Materiel (WRM) and

Mechanized Materiel Handling Systems (MMHS). Determines effectiveness of functional data systems.

Manages assigned information systems and applies approved standards and criteria to ensure proper

implementation, operation, and results. Develops plans, programs, policies and procedures to manage

materiel management activities, including analysis, determination and computation of requirements, asset

serviceability and shelf life management, plans for mission changes facility requirements, equipment

allowances, and materiel accounting. Executes working capital fund and determines budget requirements.

Provides guidance on handling of readiness materiel stocks, including location, type of storage,

protection, security, and quality control.

1.2.1.1. Supply Chain. The DoD supply chain is a global network that provides materiel, services, and

equipment to the joint force. The fundamental goal of the supply chain is to understand the requirements,

maximize force readiness and optimize the allocation of joint resources. The functional capabilities that

contribute to the DoD supply chain include management of supplies and equipment, inventory

management, repair chain, management of global supplier networks, and assessment of global

requirements, resources, capabilities, asset disposal and risks. The DoD’s supply chain responsiveness

and reliability affects the readiness and capabilities of US military forces and is critical to the overall

success of joint operations.

1.2.1.2 Supply Chain Management. Supply chain management involves identification and

coordination of requirements, planning and synchronizing joint supply activities throughout DoD, and

managing key global suppliers to support Combatant Commander requirements. Critical elements of

supply chain management include understanding and prioritizing requirements; visibility of forces as they

maneuver, identifying mission-essential weapon systems and equipment; visibility of materiel moving

through the distribution pipeline; ability to accurately forecast demands for sustainment; and prioritization

of supply tasks in the area of responsibility (AOR). Operational planners can work with logistics planners

to optimize supply chain operations and identify requirements to providers. Planners identify mission

priorities, assess risks, and plan for the protection of the supply chain in the operational theater.

Additional responsibilities include planning for secure storage and disposition of hazardous materials,

planning to retrograde material and equipment, and establishing Joint Logistics Enterprise visibility of

materiel requirements.

1.2.1.3. Supply Chain Areas. Joint logisticians must integrate all three areas of the DoD supply chain:

managing supplies and equipment, managing inventory, and managing global supplier networks to

provide responsive supply operations.

1.2.2. Vehicle Management. Directs vehicle management operations to include coordination of vehicle

and equipment requirements, allocations, priorities, and warranty repairs. Evaluates quality of operator

care and maintenance. Determines operational requirements and specifications including reliability,

maintainability, and standardization for facilities, vehicles and materiel handling equipment. Develops

policies and procedures for the administration of vehicle accidents and abuse programs. Collects and

analyzes data on vehicle operations and maintenance. Manages compliance with Air Force energy

objectives for leased and Air Force owned ground vehicles.

1.2.3. Fuels. Directs fuels operations including environmental compliance and inventory management of

ground fuel, aviation fuel and cryogenics. Determines petroleum provisions, computes and analyzes

current and projected petroleum and cryogenic requirements; computes, establishes and maintains stock

levels to meet peacetime and wartime requirements; manages fuel received from pipeline, tank trucks, rail

cars, and marine vessels. Manages fuel dispensing systems, fuel storage facilities, cryogenic storage and

production, and sample and test fuel samples. Develops and plans procedures to manage fuel activities

including system design, plans for mission changes, facility requirements, equipment allowance, required

reporting and accounting. Interprets fuels directives. Inspect, reviews and evaluates work methods and

procedures. Resolves problems related to commander, staff and operating units on peacetime, wartime

and contingency fuels support. Coordinates with elements of DoD and other governmental organizations

to assure support to customers.

1.2.4. Life Cycle Logistics. Directs acquisition/life cycle logistics activities. Plans for and manages

systems, subsystems, and equipment throughout their life cycle, including integrated logistics support

activities and modernization/obsolescence planning. Develops, initiates, integrates, and manages all

logistics actions associated with life cycle management of weapon systems, subsystems, and equipment.

Serves as logistics focal point throughout the system’s life cycle. Formulates logistics requirements for

weapon systems.

1.2.5. Transportation. Directs Transportation operations to include managing cargo distribution

functions including receiving, inspecting, tracing, tracking, packaging, and shipping of supplies, NWRM,

equipment, and war readiness spares. Responsible for logistics pipeline management and time-sensitive

delivery of materiel in support of peacetime, contingency, and wartime operations. Maintains in-transit

visibility for shipments of personal property, passengers, supplies and equipment.

1.2.5.1 Ground Transportation. Responsible for the safe and efficient transportation of personnel and

cargo within and between installations in support of daily and contingency operations. Resolves

problems related to shipment staging, safety, and fire hazards. Manages shipment storage space

utilization and develops and maintains a shipment storage facility and mechanized material handling

equipment modernization program to include maintenance, future upgrades, and working stock

requirements. Determines readiness requirements, including emergency supply support plans, tactical and

strategic movement of personnel, materiel, and units. Schedules and coordinates movement of cargo,

personnel, and personal property by commercial or military modes using systems that interface with

defense total asset visibility systems. Uses In-Transit Visibility (ITV) systems. Coordinates with

elements of DoD and other governmental organizations to assure support to customers. Ensures proper

allocation and effective use of transportation resources. Establishes and administers an effective

packaging and preservation program. Evaluates movement forecasts and flow of personnel and cargo into

the transportation system, movement capabilities, and efficiency of modes used.

1.2.5.2. Air Transportation. Directs aerial port operations including management of fixed and mobile

air terminals through various sub-processes to include: Fleet Services, Aerial Delivery, Passenger

Terminals, Freight, and Air Terminal Operations. Coordinates transportation support requirements and

capabilities with other agencies using DoD and USAF logistics, transportation, and ITV systems.

Evaluates movement forecasts and flow of personnel and cargo into the most efficient mode of the

Defense Transportation System.

1.2.6. Logistics Plans. Directs peacetime, contingency, and wartime logistics planning operations

including deployment command and control, Logistics Readiness Centers, Combat Support Center

activities, deployment, bed-down, and redeployment activities. Integrates Combat Support planning

efforts, conducts readiness assessment of logistics activities, conducts contingency planning, base support

and expeditionary site planning, WRM management, support agreement management, Acquisition Cross-

Servicing Agreements, manages logistics Time-phased Force Deployment Data and Unit Type Codes.

Enables international theater security cooperation and interoperability, operating in coalition or Joint

environments often working with contractors, host-nations.

2.0 Develop and Manage the Force: As stated in the Logistics Human Capital Strategy, the Logistics

Board directed AF/A4L to develop a logistics workforce to equip logisticians with the requisite training

and education for business acumen to effectively lead and transform a vast $17B logistics enterprise; from

the industrial base to the flightline. This initiative is a purposeful education and focused training roadmap

that supports career path progression across key logistics competencies and proficiencies. It includes

courses designed to provide targeted education to Airmen at the right time in their careers and technically‐

oriented education that is career field‐specific. It also includes tailored courses that are managed and

developed by the Air Force Institute of Technology (AFIT).

2.0.1. Develop and Manage the Force Internet-based training modules: These modules complement

On the Job Training and experience to ensure officers have a firm foundation in the two competencies.

These online courses are administered by the AFIT School of Systems and Logistics (AFIT/LS) and

Defense Acquisition University (DAU). See their websites for further information.

2.1. Skill Certification.

2.1.1. 21R3 Certification. Representative grades are normally O-1 through O-3. IAW the AFOCD, the

following are mandatory for 21R3 certification: An officer will complete the LRO Orientation Program

described in Part II, Section D prior to attending the LRO Basic Course, 48 months experience in at least

three (No less than 12 months in each) of the five proficiencies (Supply, Transportation (Ground or Air),

Vehicle Management, Logistics Plans, and Fuels); and completed requirements for both Competencies

(Supply Management and DDT). Those officers with proficiency training completion dates annotated in

their training record prior to the official date of this CFETP are grandfathered from the above

requirements. Prior enlisted experience will be considered for qualification. In order to qualify with

prior-enlisted experience, individuals must have attained a 5-level in supply (2SXXX), fuels (2FXXX),

logistics plans (2GXXX), or transportation (2TXXX). Furthermore, the officer’s prior enlisted rank must

be commensurate to a Non-Commissioned Officer (NCO).

2.1.2. Senior Certification. A fully qualified 21R3 will be eligible for award of the senior skill level

with 7 years of logistics officer experience (time spent outside of the career field in positions not coded as

21RX does not count toward senior certification) .

2.1.3. Master Certification. A fully qualified 21R will be eligible for the Master certification with 15

years of logistics officer experience. These qualified officers are ready to assume a broad spectrum of

leadership roles.

Table 1. Qualification Requirements

Logistics Readiness Officer Certification

To Obtain

Must Complete

Entry Level Cert

Senior Cert

Master Cert

Experience and

Training

Completion of LOOP

and Basic LROC

Training

Minimum 12

months in three of

the five

proficiencies and

signed off on all

tasks. Cumulative

time as 21R = 48

months

and completed

requirements for

both Competencies

(Supply

Management and

DDT)

Completion of all

experience and

training from

LRO Basic and

21R3 and 7 Years

as 21R.

Additionally, must

complete

certification

requirements for

both competencies

(Supply

Management and

DDT)

15 years of

logistics officer

experience as a

21R.

These qualified

officers are ready

to assume a broad

spectrum of

leadership roles.

Completion of all

experience and

training from LRO

Basic and 21R3

LRO senior

requirements

2.2. Career Progression. Experience and knowledge in this Air Force specialty will help officers plan

and achieve their Air Force career goals as LROs. There are certain jobs or experiences in this discipline

that will assist them in meeting individual goals. Consequently, training and experience complement one

another to develop officers with theoretical and practical mastery of the LRO skill sets. Chart 2 describes

the career path/training opportunities and outlines when training is required for career progression within

this specialty.

Chart 2. Logistics Readiness Officer Career Progression

2.3. Broadening Opportunities. At the 3-13 year point, RegAF LROs are competitively selected by the

DT for Special Experience and Exchange Duties (SPEED) Programs such as Logistics Career Broadening

Program (LCBP), Education with Industry (EWI), and Base Level Broadening Program (BLBP). After

award of 21R3, LROs are encouraged to seek out internal & external broadening opportunities. These

include instructor at the LRO Basic Course, ROTC, PME, OTS Instructor, Basic Military Training Flight

Commander and many others. Discuss opportunities outside of the 21R career field with your supervisors

and mentors; however, LROs are strongly cautioned to not accomplish back to back broadening

assignments.

PART

SECTION C –COMPETENCY TRAINING REQUIREMENTS

1.0. AFSC Prefixes. The Logistics Readiness AFSC prefixes and titles are located in the AFOCD.

Squadron Commanders will approve the award of prefixes based on requirements located in the AFOCD.

1.0.1 21R4 DAFSC. The 21R4 DAFSC is only held for the duration of an assignment at a NAF or

higher staff-level position. As a general rule, time spent outside of core duties (SOS, OTS, ROTC,

USAFA instructor, etc.) does not count towards the award of senior/master certification unless waived by

the Group Commander or equivalent.

PART

SECTION D - RESOURCE CONSTRAINTS

1.0. No Resource Constraints. No resource constraints were identified during the revision of the

Course Training Standards for all 21RX courses. Any resource constraints identified during course

revision will be forwarded for Course Resource Estimate and forwarded to AETC/A3TM Training

Pipeline Manager for resolution IAW AFI 36-2201.

PART

SECTION A - COURSE TRAINING STANDARD

1.0. Task, Knowledge, and Proficiency Level Requirements. These requirements are based on an

analysis of the duties contained herein and validated by the U&TW. The qualitative requirements for

each task are based on the Competency values listed on the Training Record Levels of Understanding in

Chart 5.

1.1. Customer Feedback. Unit supervisors will submit Field Evaluation Questionnaires (FEQ) on

officers who complete the formal LRO Basic Course training at Sheppard AFB. Respond to FEQs when

received from the technical training group (82 TRG and 363 TRS). (Reference AFI 36-2201)

1.2. Records Documentation. The CFETP will be issued at the first duty station. Completion of

training will be documented and certified. Upon completion of the in-residence LRO Basic Course,

students will receive a certificate of completion and a training report (AF Form 475, Education/Training

Report) and will include CFETP tasks accomplished at the Basic Course.

1.3. Logistics Readiness Officer Training Requirements by Course. The CTS is listed at attachment

1 of this CFETP. Task, Knowledge, and Competency Levels are included.

PART

SECTION B –TRAINING COURSE INDEX

1.0. Purpose. This section of CFETP identifies training courses available to the LRO. Squadron

leadership and training management personnel should use this information to plan, develop, and update

their respective Master Training Plan. The Education and Training Course Announcements (ETCA)

contains more detailed course information at the ETCA website (https://etca.randolph.af.mil/). Refer to

this site for more detailed course information.

2.0. AFSC Awarding Courses.

2.1. Logistics Readiness Officer Basic Course Training. This AFSC awarding course is to provide the

basic knowledge and skills needed to perform basic LRO duties. The goal is to send new LROs to the

Basic Course within their first 120 days of assignment to the unit. The scope of training includes

Introduction to Logistics, Basic Level Roles and Responsibilities, Supply, Fuels, Transportation, Vehicle

Management, Logistics Plans, Life Cycle Logistics, and Capstone exercises.

3.0. Non-AFSC Awarding Courses. See Attachment 2 for additional logistics training and education

opportunities.

PART

SECTION C - SUPPORT MATERIAL

1.0. Competency Training. Designed to build on concepts taught at the Basic Course and applied at the

unit level.

1.1. Concept. The intent of Competency training is to produce qualified Logistics Readiness Officers

and award the 21R3 skill level. Competency training consists of the tasks identified under the respective

proficiencies in Charts 6-13.

1.2. Master Training Plan. The instructional design for unit level training is determined locally. Unit

training may include work center and field visits, task observations, classroom instruction, self-study,

supervisor/commander interaction to meet training objectives.

1.3. Training Documentation.

1.3.1. Operation Officers/Squadron Commanders will review TBA with trainees at an initial interview

within 60-days (120 Days for ARC) of the trainee’s assignment to the unit. During the interview the

supervisor and trainee will discuss task requirements. Document the initial interview in TBA notes.

1.3.2. Operation Officers/Squadron Commanders will identify tasks the trainee will be required to

complete. As some installations may not have all the required equipment, supervisors will identify tasks

able to be completed in TBA. Any task that cannot be completed due to local limitations will be

documented in TBA. Every effort should be made by the trainee to meet the task requirement when able

(TDY, loaner equipment, etc.).

1.3.3. Operation Officers/Squadron Commanders will review training progress with trainees monthly

until training is complete. Documentation of this review will be in TBA.

1.3.4. Basic Course Instructors will sign off on all the standard CFETP tasks on a hard copy and/or

electronic one for the student’s parent unit to update TBA.

PART

SECTION D – LRO PROFICIENCY TRAINING RECORD

1.0 The LRO Proficiency Training Record is comprised of proficiencies of Supply, Fuels, Transportation

(Ground and Air), Logistics Plans, Life Cycle Logistics and Vehicle Management tasks. The officer must

be assigned to the work center for the required 12 months and complete the associated requirements for

completion of the proficiency. While not assigned to the corresponding work center, ARC members may

gain and document experience while on Annual Tour or Seasoning Training. ARC Unit Commanders

have discretion when evaluating the 12 month experience requirements based on the member’s

experience and other factors. Officers must accomplish all tasks in the area available on location (see

note below) and have the same recorded in TBA by their trainer before they petition their squadron

commander for completion of that proficiency. The commander will determine if a trainee requires

remedial training before approving a proficiency area completion.

NOTE: If the process is not available at a particular location, trainers may line through and initial the

process area. This action will waive the requirement for that specific process. However, commanders

must review/verify each lined through item prior to considering for upgrade to 21R3 and submitting an

AF Form 2096.

2.0. How to Use the LRO Training Record:

The commander/supervisor should use task experts to conduct LRO Proficiency training. Upon

completion of training, the trainer should make appropriate annotations in TBA.

3.0. LRO Orientation Program: The objective of this program is to provide a foundation for successful

completion of the Basic Course. LOOP should occur immediately upon arrival at first duty assignment,

but must be completed before attending the Basic Course. LOOP is a Squadron Commander’s program

and should consist of an initial interview and a detailed orientation of squadron functions and capabilities.

Chart 3. Logistics Readiness Officer Orientation Program (LOOP)

LRO Orientation Program

Operations Officer Signature/Date Completed

Note: To complete the LRO Orientation Program Matrix, the trainee MUST have ALL

processes/knowledge areas signed off.

Knowledge

Trainee

Initials

Certifiers

Initials

Date

Initial Interview. The squadron commander accomplishes

initial interview to determine individual’s

experience/background

Orientations are to familiarize the officer with duties,

responsibilities, key personnel, and location of each

squadron/group/wing agency with a role in logistics support

(i.e. deployment machine). Tours and briefings will include:

2.1

Logistics Readiness Squadron and areas of responsibility

(flights and functions)

2.1.1

Operations Officer and areas of responsibility

2.1.1.1

Functions & responsibilities of Operations Compliance

2.1.2

Functions of the deployment machine; tour, receive a briefing

on each function (i.e., DCC, CDF, PDF, IDRC)

2.2

Aerial Port/Air Mobility Squadron areas of responsibility

(flights and functions, if available at base)

2.3

Supply Chain Operations Squadron and areas of

responsibility (if available at location)

Vehicle and Equipment Familiarization Training:

3.1

Vehicle familiarization training will provide general

familiarization on MHE, general-purpose and special purpose

vehicles

3.2

Logistics Automated Information Systems familiarization

4.0

Fuels Operations and areas of responsibilities

5.0

Familiarization and understanding of Squadron’s UMD and

UMPR

6.0

Familiarization and understanding of a Flight’s operating

budget (3400, 3080 etc.)

Chart 4. LRO Training Record Levels of Understanding

Each key process or knowledge area must be completed before

completing the Competency.

Identify

Recognize basic characteristics of task, function, item or process

Explain

Articulate in specific detail a task, function, item or process and the purpose thereof

Discuss

Consider or examine the task, function item or process and apply to a specific scenario

Analyze

The ability to review and interpret information regarding a task, function, item or process and

identify potential problems and/or develop courses of action

Conduct

Utilize acquired knowledge to perform a task, function or process

Chart 5. Logistics Readiness Officer General Roles and Responsibilities

General Roles and Responsibilities

Operations Officer Signature/Date Completed

Note: To complete the General Roles and Responsibilities Matrix, the trainee MUST have ALL

processes/knowledge areas signed.

Note: If a process/knowledge area is not available at a particular location, trainers may line through and initial

the process/knowledge area. This action will waive the requirement for that specific process; however,

commanders must review/verify each lined through process/knowledge area prior to submitting an AF Form

2096 to the FSS or local personnel function. Once a waived process becomes available due to PCS or other

change, commanders should ensure the individual is properly trained on that requirement.

Knowledge

Trainee

Initials

Certifiers

Initials

Date

1.0

Roles and Responsibilities: THIS AREA WILL BE

COMPLETED DURING LRO BASIC COURSE AND ALL

COMPONENTS ARE PART OF THE CTS.

1.1

Explain the roles and responsibilities of installation level

logistics organizations

1.2

Explain the Logistics Readiness Competency

1.3

Identify the Logistics Human Capital Strategy

1.4

Explain the role of logistics in sortie generation and force

projection

1.5

Explain general safety policies and procedures within base level

logistics organizations

1.6

Explain environmental compliance standards within base level

logistics organizations

1.7

Explain the principles of Risk Management

1.8

Explain base level logistics compliance metrics and reports

1.9

Identify squadron resourcing, budgeting and execution process

1.10

Explain squadron readiness roles and responsibilities

1.11

Identify Air Force logistics support above wing level

1.12

Identify the structure and functions of Joint Staff/Air

Staff/MAJCOM

1.13

Identify logistics readiness competencies and joint logistics

functions and capabilities

1.14

Explain procedures for policy management at all levels

1.15

Explain the roles and responsibilities of Air Reserve

Components within the TFI structure

1.16

Identify and understand Financial Improvement and Audit

Readiness (FIAR) Roles responsibilities

1.17

Explain the roles, responsibilities, organizational structure and

mission of an Air Forces Forward (AFFOR) Staff

1.18

Explain the roles, responsibilities and mission of the Air Force

Installation Mission Support Center (AFIMSC)

1.19

Explain the roles, responsibilities, and mission of the Air Force

Sustainment Center (AFSC) and subordinate agencies (SCOW,

SCOG, VSCOS, SCMW, SCMG, etc.)

Chart 6. Logistics Plans Training Matrix

Logistics Plans

Operations Officer Signature/Date Completed

Note: To complete the Logistics Plans Training Matrix, the trainee MUST have ALL processes/knowledge

areas signed.

Note: If a process/knowledge area is not available at a particular location, trainers may line through and initial

the process/knowledge area. This action will waive the requirement for that specific process; however,

commanders must review/verify each lined through process/knowledge area prior to submitting an AF Form

2096 to the FSS or local personnel function. Once a waived process becomes available due to PCS or other

change, commanders should ensure the individual is properly trained on that requirement.

Knowledge

Trainee

Initials

Certifiers

Initials

Date

2.0

Identify the capabilities of Logistics Plans Unit Type Codes

(UTC)

2.1

AEROSPACE PLANNING TR: JP 4-0; Vol 1, Basic

Doctrine; Vol 2, Leadership; AFI 10-401; AFI 10-402; AFI

10-403; AFI 10-1301; CJCSM 3130.06A

2.1.1

Explain National Mobilization

2.1.2

Identify the concepts of an Air Tasking Order and where they

originate

2.1.3

Explain the concepts of Combat Support

2.1.4

Explain how the UTC Availability Listing construct presents

forces to the Combatant Commander

2.1.5

Explain the principles and processes of Global Force

Management

2.1.6

Explain AEF Online Tools AFRIT (AF Reporting Instructions

Tool), CCTK (Commanders Tool Kit), DPDRT (Deployment

Processing Discrepancy Reporting Tool), PDPT (Personal

Deployment Preparedness Tool) & RPT (Reclama Processing

Tool)

2.2

LOG C2 - PLANNING SYSTEMS Integrated Deployment

System (IDS) TR: AFI 10-401; JP 4-0; JP 3-08; AFSC PUB

1; CJCSI 3100.01; CJCSM 3122.03

2.2.1

Explain the Joint Operation Planning and Execution System

(JOPES)

2.2.2

Explain the purpose of the Global Command and Control System

(GCCS)

2.2.3

Explain the relationship between JOPES and the Air Force

contingency planning process and systems Deliberate and Crisis

Action Planning and Execution Segments (DCAPES)

2.2.4

Identify purpose of LOGMOD

2.2.5

Analyze and execute the development of a passenger and cargo

LOGMOD schedule

2.3

PLANS MANAGEMENT TR: AFI 10-404; AFPD 10-4; AFI

10208; AFI 10-401; AFI 10-501

2.3.1

Explain the difference between the types of deployment orders

2.3.2

Conduct an exercise as the Installation Deployment Officer

(IDO) or Assistant IDO

2.3.3

Analyze and Explain OPLAN and associated orders

2.3.4

Explain the difference between shortfalls and limiting factors

(LIMFACs)

2.3.5

Explain the purpose of Joint and Air Force doctrine documents

2.4

PLANS MANAGEMENT - CONTINGENCY PLANNING

TR: JP 5-0; AFSC PUB 1; Vol 2, Leadership; AFI 10-401;

AFI 10-403; CJCSM 3122.01; CJCSM 3122.02; CJCSM

3122-03; CJCSM 3150.01

2.4.1

Analyze the War and Mobilization Plan (WMP) documents

2.4.2

Explain the planning phases of the contingency planning process

2.4.3

Analyze Time-Phased Force Deployment Data (TPFDD)

2.4.4

Analyze the Manpower, Equipment Force, Packaging

(MEFPAK)

2.4.5

Explain the UTC development and review process

2.4.6

Explain the role of and use of Operational Contract Support

(OCS) in planning and execution

2.5

PLANS MANAGEMENT - CRISIS ACTION PLANNING

TR: JP 5-0; AFSC PUB 1; AFDD2; AFI 10-401; AFI 10-403;

CJCSM 3122.01; CJCSM 3122.02; CJCSM 3122.03

2.5.1

Explain the phases of crisis action planning

2.6

INSTALLATION DEPLOYMENT ROLES &

RESPONSIBILITIES

TR: JP 4-0; Vol 1, Basic Doctrine; AFI 10-403; Vol 2,

Leadership; Annex 4-0 Combat Support; AFI 10-401; AFI

10-402; AFI 10-1301; AFPD 10-4; TR: FCAT 21-209;

LOGMOD ON-LINE HELP; WMP 1, ANNEX E

2.6.1

Explain role of Installation Deployment Officer (IDO)

2.6.2

Discuss the Joint Reception, Staging, Onward Movement and

Integration Concept (JRSO&I)

2.6.3

Explain concepts of force posturing (Warfighter and Institutional

Force)

2.6.4

Explain the difference between the various posturing codes

2.6.5

Explain pre-deployment planning

2.6.6

Identify deployment organizational structure (IDRC/DCC etc.)

2.6.7

Explain the purpose of the Installation Deployment Plan (IDP)

2.6.8

Explain and conduct Deployment Process Working Group

(DPWG)

2.6.9

Analyze and Execute Installation Deployment Readiness Cell

(IDRC) operations

2.6.10

Analyze and Execute Concept Brief

2.6.11

Explain Redeployment Planning

2.6.12

Explain Role of Unit Deployment Manager

2.7

BASE SUPPORT PLANNING

TR: AFI 10-404; AFI 10-403

2.7.1

Analyze and Execute Base Support Planning

2.7.2

Analyze LIMFACs in base support planning

2.7.3

Conduct Base Support Planning Committee and Review

2.8

READINESS REPORTING

TR: AFI 10-201

2.8.1

Analyze Designed Operational Capability (DOC) Statement

2.8.2

Explain resource readiness

2.8.3

Explain capability readiness

2.8.4

Explain Unit Type Code readiness

2.8.5

Identify readiness reporting systems

2.8.6

Explain METLs, where they’re located, how they’re assessed

and reported

2.9

SITE SURVEYS

TR: AFI 10-404

2.9.1

Explain site survey processes

2.9.2

Analyze site survey data/libraries (e.g. BaS&E, NGA, GDSS,

etc.)

2.10

WAR RESERVE MATERIEL (WRM) MANAGEMENT

TR: AFPD 25-1; AFI 25-101; AFI 10-401; AFI 10-403; AFI

10-404; AFI 23-101; AFMAN 23-122; AFH 23-123 Vol 1 &

Vol 2; DODD 3110.6

2.10.1

Explain the purpose of the WRM program

2.10.2

Explain the roles and responsibilities of WRM management

entities (base, MAJCOM, & enterprise level)

2.10.3

Explain budgetary process and procedures of WRM funding

2.10.4

Identify types and categories of WRM

2.10.5

Analyze War Plans Additive Requirements Report (WPARR)

2.10.6

Analyze War Consumables Distribution Objective (WCDO)

2.10.7

Analyze Inventory Management Plan (IMP)

2.10.8

Identify WRM requirements on the Vehicle Authorization List

(VAL)

2.10.9

Analyze Wartime Aircraft Activity Report (WAAR) extract

2.10.10

Explain WRM peace time use request purpose and process

2.11

SUPPORT AGREEMENTS TR: AFI 25-201; AFI 25-301

2.11.1

Explain the types, purpose, and milestones of support agreements

2.11.2

Explain the roles and responsibilities of the Support Agreement

Manager

2.11.3

Explain the roles and responsibilities of the Functional Area

Agreement Coordinator

2.11.4

Explain the purpose of an Acquisition Cross-Servicing

Agreement (ACSA)

2.11.5

Explain the Functional Area Responsibilities and Authorities

associated with ACSA

2.11.6

Attend and Complete Contingency Wartime Planners Course

(CWPC)

2.11.7

Attend and complete the Installation Deployment Officer (IDO)

Course

2.12

FACILITIES TR: AFMAN 32-1084

2.12.1

Explain Logistics Plans infrastructure for Military Construction

(MILCON) and justification

Chart 7. Transportation (Ground) Training Matrix

Transportation (Ground)

Operations Officer Signature/Date Completed

Note: To complete the Ground Transportation Training Matrix, the trainee MUST have ALL

processes/knowledge areas signed off.

Note: If a process/knowledge area is not available at a particular location, trainers may line through and initial

the process/knowledge area. This action will waive the requirement for that specific process; however,

commanders must review/verify each lined through process/knowledge area prior to submitting an AF Form

2096. Once a waived process becomes available due to PCS or other change, commanders should ensure the

individual is properly trained on that requirement.

Knowledge

Trainee

Initials

Certifiers

Initials

Date

3.0

TRAFFIC MANAGEMENT TR: DoD 4140.1-R; AFMAN

24-204; AFPD 24-2; DOD 4140.65; AFI 24-238; AFMAN

24-206; Pax: DoDD 4500.56; AFPD 24-1; DoDI 4500.43;

DoD 4515.13

3.1

CARGO MOVEMENT GENERAL

TR: DOD 4500.9R Part II; AFI 10-401; AFI 24-203; AFI

91-302; AFPAM 24-237; AFJMAN 24-206; AFMAN 24-

204; AFOSH STD 91-501; MIL-STD 2073; MIL-STD 129;

TO 00-85 series; Carriers’ Classification and Rate Tariffs;

NMFC; UFC; Channel Sequence Listing

3.1.1

Identify the capabilities of Transportation (Ground) Unit Type

Codes (UTC)

3.1.2

Identify the importance of the Transportation Discrepancy

Reports (TDR), Report of Shipment (REPSHIP) and the

personal property discrepancy reports

3.1.3

Explain the Uniform Materiel Movement and Issue Priority

System (UMMIPS), Required Delivery Date (RDD), and

Project Codes, and TAC Codes

3.1.4

Identify the various modes of shipment

3.1.5

Explain Secure Holding Areas

3.1.6

Identify the methods of preparing, packing and crating cargo

3.1.7

Explain the shipping and receiving process

3.1.8

Identify the importance of controlling accountable forms

3.1.9

Explain the importance of controlling classified, hazardous and

NWRM cargo

3.1.10

Distinguish the importance of NWRM cargo movement policies

and procedures

3.1.11

Explain the importance of In-transit Visibility (ITV) and the

Integrated Development Environment/Global Transportation

Network Convergence (IGC)/Enterprise Solution-Supply (ESS)

3.1.12

Explain the importance of the Cargo Movement Operations

System (CMOS)

3.2

PERSONAL PROPERTY MOVEMENT

ARRANGEMENTS

TR: JFTR (Vol 1) JTR (Vol 2); Air Force

Supplement/JFTR Vol 1 and JTR Vol 2; DoD 4500-9R; Part

IV; PPCIG (Vols 1 and 2); DD FORM 1797; DoD 4500.9R

Part IV & V; AFPD 24-4; Personal Property Rate

Solicitation; SDDC Volume Rate; Defense Table of Official

Distances (DTOD); AFI 64-102; TOPS Manual; MIL-STD

129

3.2.1

Explain how personal property movement entitlements are

determined and the difference between household goods,

unaccompanied baggage, professional equipment and storage

3.2.2

Identify privately owned vehicle shipping entitlements

3.2.3

Identify the rules for shipping privately-owned firearms

3.2.4

Explain the process for individuals to perform a personally

procured move

3.2.5

Explain your role in regards to the movement of deceased

personnel’s personal property (BLUE BARK)

3.2.6

Explain the function of the Defense Personal Property System

(DPS) and how it applies to customers

3.2.7

Explain the personal property shipping procedures to include

the relationship between the carrier and the service,

loading/receiving process, inspections and movement

entitlements

3.2.8

Identify proper use of the Personal Property Consignment and

Info Guide World Wide (PPCIGW)

3.2.9

Explain the Joint Personal Property Shipping Office (JPPSO)

functions

3.3

PASSENGER TRAVEL

TR: DoD 4500.9R; JFTR (Vol 1); JTR (Vol 1 & 2); AFI 24-

101; AFI 24-501; Defense Table of Distances (DTOD);

MTMC Volume Rate Printout (VRP); Domestic &

International Rate Solicitation Guides; AFI 51-502; AFI 24-

201; AFMAN 24-204; AFI 24-203; MIL-STD 129; TO 00-85

series; Foreign Clearance Guide; AFI 10-403; AFI 36-2101;

AFI 38-201; AFI 90-201

3.3.1

Explain passenger movement entitlements and responsibilities

for passenger travel

3.3.2

Identify the mode(s), routing, and cost for passenger travel

3.3.3

Identify the functions of the Commercial Travel Office (CTO)

3.3.4

Explain the movement process for human remains

3.3.5

Explain the rules regarding emergency leave travel

3.3.6

Identify the difference between Centrally Billed Account and

Individually Billed Account

3.4

DEPLOYMENT OPERATIONS

TR: AFMAN 10-401; AFI 10-403; DoD 4500.9R; AFI 10-

201; AFI 36-6023

3.4.1

Explain the role of Traffic Management in the deployment

process

3.4.2

Identify the importance of deployment work centers and

deployment training

3.5

VEHICLE OPERATIONS

TR: AFI 10-403; AFI 24-301; SFI 12-213; AFI 24-306;

AFOSH 91-100

3.5.1

Identify vehicle operations responsibilities during mobility

operations to include deployment, reception, operations and

employment

3.5.2

Identify the functions of Documented Cargo Section

3.5.3

Discuss the authorized use of Government Motor Vehicles

3.5.4

Explain the Government Motor Vehicle Misuse Process

3.5.5

Explain the policies and procedures to operate vehicles in both

peacetime and contingency environments

3.5.6

Identify licensing procedures

3.5.7

Identify dispatch procedures

3.5.8

Identify Training and Validation procedures

3.6

FACILITIES TR: AFMAN 32-1084

3.6.1

Explain the Transportation (Ground) infrastructure for Military

Construction (MILCON) and justification

Chart 8. Transportation (Air) Training Matrix

Transportation (Air)

Operations Officer Signature/Date Completed

Note: To complete the Air Transportation Training Matrix, the trainee MUST have ALL

processes/knowledge areas signed off.

Note: If a process/knowledge area is not available at a particular location, trainers may line through and

initial the process/knowledge area. This action will waive the requirement for that specific process;

however, commanders must review/verify each lined through process/knowledge area prior to submitting an

AF Form 2096. Once a waived process becomes available due to PCS or other change, commanders should

ensure the individual is properly trained on that requirement.

Knowledge

Trainee

Initials

Certifiers

Initials

Date

4.0

ORGANIZATION AND MISSION OF MILITARY

AIRLIFT SYSTEMS

TR: DTR 4500.9-R; AMCI 24-101; AFI 24-114; AFI 10-

401; AFI 10-403

4.0.1

Identify the organization and mission of the commands within

the DoD airlift system

4.0.2

Identify the types and descriptions of organic and commercial

transport aircraft and associated capabilities

4.0.3

Explain the mission and functions of the Aerial Port Squadron

and Air Mobility Squadron

4.0.4

Identify the capabilities of Transportation (Air) Unit Type

Codes (UTC)

4.0.5

Identify the types and descriptions of material handling

equipment and associated capabilities

4.0.6

Explain the concept and process for managing Transportation

Working Capital Funds (TWCF)

4.1

PASSENGER SERVICE OPERATIONS

TR: DTR 4500.9-R, 4515.13; AMCI 24-101 Volumes 14 &

15; AFI 24-101

4.1.1

Explain customer relations and DV procedures

4.1.2

Explain how to determine travel eligibility

4.1.3

Explain how to manage standby listings

4.1.4

Explain delayed or diverted space required passengers policies

4.1.5

Explain travel restrictions and border clearance requirements

4.1.6

Identify funds control procedures

4.1.7

Explain Space Available (SA) and Space Required (SR)

passengers policies and procedures

4.1.8

Explain Passenger Terminal Security and Screening

4.1.9

Discuss Non-combatant Evacuation Operation (both

originating and reception)

4.2

FLEET SERVICES

TR: AMCI 24-101;Volumes 10 & 14; Appropriate Aircraft

-9’s and -1’s

4.2.1

Identify the role and functions of Fleet Services in Aerial Port

operations

4.2.2

Identify health factors/threats during fleet services operations

4.3

AIR TERMINAL OPERATIONS

TR: AMCI 24-101 Volume 9

4.3.1

Discuss the roles and responsibilities of the Air Terminal

Operations Center

4.3.2

Conduct ramp control functions

4.3.3

Discuss the concept of capability forecasting

4.3.4

Explain the role of Customer Service Branch/Airlift Clearance

Authority

4.3.5

Explain the QAE process for contract commercial aircraft

documentation

4.3.6

Explain how to process and coordinate Human Remains at

origin, en route and arrival stations

4.4

AIR CARGO PROCEDURES

TR: DODR 4500.32, 4500.9; AFJMAN 24-204; AFPD 24-2;

AMCI 24-101 Volume 11; Mil Std 129; CFR 49; AMCI

24.101 Volume 9; AFI 24-201

4.4.1

Explain how to process originating and terminating cargo

4.4.2

Explain how to process originating and terminating mail

4.4.3

Explain the concepts of load planning

4.4.4

Explain the tradeoff between velocity and maximum aircraft

utilization

4.4.5

Conduct palletization procedures

4.4.6

Discuss special handling cargo procedures

4.4.7

Identify how to expedite priority shipments

4.4.8

Explain hazardous/explosive materials movement and

compatibility

4.5

RAMP OPERATIONS

TR: DTR 4500.9-R; AFPD 24-2; TO 00-25-172; AMCI 24-

101

4.5.1

Explain procedures for loading and offloading aircraft

4.5.2

Identify the role of the Aerial Port Expeditor Program (APEX)

4.5.3

Explain Engine Running On and Off loading (ERO)

procedures

4.5.4

Discuss Risk Management (RM) specific to ramp operations

4.6

MOBILITY OPERATIONS

TR: DTR 4500.9-R; AFI 10-403; AFI 10-401; AMCI 24-

101

4.6.1

Explain deployment work centers and their respective missions

4.6.2

Explain the Joint Inspection (JI) process

4.6.3

Identify the roles and missions of Contingency Response

Wings and Groups, Combat Mobility Element

(CRW/CRG/CME)

4.7

AUTOMATED INFORMATION SYSTEMS TR:

Applicable handbooks and system guides

4.7.1

Explain the Integrated Development Environment/Global

Transportation Network Convergence (IGC)

4.7.2

Identify the Global Decision Support System (GDSS)

4.7.3

Explain Global Air Transportation Execution System (GATES)

and Cargo Movement Operating System (CMOS)

4.7.4

Explain the Integrated Computerized Deployment System

(ICODES)

4.7.5

Explain Total Asset Visibility (TAV)

4.8

FACILITIES: AFMAN 32-1084

4.8.1

Explain the Transportation (Air) infrastructure for Military

Construction (MILCON) and justification

Chart 9. Supply Training Matrix

Supply

Operations Officer Signature/Date Completed

Note: To complete the Supply Training Matrix, the trainee MUST have ALL processes/knowledge areas

signed off.

Note: If a process/knowledge area is not available at a particular location, trainers may line through and

initial the process/knowledge area. This action will waive the requirement for that specific process;

however, commanders must review/verify each lined through process/knowledge area prior to submitting an

AF Form 2096. Once a waived process becomes available due to PCS or other change, commanders should

ensure the individual is properly trained on that requirement.

Knowledge

Trainee

Initials

Certifiers

Initials

Date

5.0

Explain the Materiel Management Flight Organizational

Structure

5.0.1

Identify the capabilities of Supply Unit Type Codes (UTC)

5.1

ASSET MANAGEMENT TR: AFI 23-101; AFMAN 23-

122; AFH 23-123 Vol 2 Pt 1

5.1.1

Explain the Base Supply Management Report ( M-32)

5.2

AIRCRAFT PARTS STORE TR: See references below

within specific process/procedure

5.2.1

Analyze the decentralized concept of the Aircraft Parts

Store (APS)

5.2.2

Explain the roles and responsibilities of APS

5.2.3

Explain the Care of Stock in Storage (COSIS) principles

5.2.4

Explain the relationship and parts request process with

flightline maintenance organizations

5.2.5

Analyze the Readiness Spares Packages (RSP) concept and

management

5.2.6

Analyze the Wartime Mobilization Plan (WMP) Parts 3

and 5

5.2.7

Explain the relationship between WMP (Parts 3 and 5) and

RSPs

5.2.8

Explain the types/differences between RSPs and Mission

Support Kits (MSK)

5.2.9

Analyze the difference between detailed-managed items

and Peacetime Operating Stock (POS)

5.2.10

Analyze the RSP/MSK Listings and utilization of products

5.2.11

Analyze the Base-Level Review Process

5.2.12

Explain the funding process for RSP

5.2.13

Explain the RSP Authorization Reconciliation process

5.2.14

Explain differences between RSP transfer and deployment

status

5.2.15

Explain Aircraft Sustainability Model (ASM) Assessments

5.2.16

Explain the AF Form 2005

5.3

BENCH STOCK

TR: AFI 23-101; AFMAN 23-122; AFH 23-123 Vol 1 &

Vol 2

5.3.1

Analyze the bench stock management concept and purpose

5.3.2

Analyze the Master Bench Stock List (S04)

5.3.3

Analyze the Bench Stock Review List (M04)

5.4

MISSION CAPABLE (MICAP) PROCESSES

TR: AFI 23-101; AFMAN 23-122; AFH 23-123 Vol 1 &

Vol 2

5.4.1

Analyze the MICAP concept and the varying levels of

responsibilities

5.4.2

Identify the responsibilities of Base, Supply Chain

Operations Wing (SCOW), Supply Chain Management

Wing (SCMW), Air Force Sustainment Center (AFSC),

Depot, and MAJCOM in the MICAP process

5.4.3

Explain the importance of the Aerospace Maintenance and

Regeneration Group (AMARG)

5.4.4

Explain the MICAP verification process

5.4.5

Analyze cause & delete codes

5.4.6

Analyze ES-S MICAP & AWP Reports

5.5

STOCK CONTROL PROCESSES

TR: AFI 23-101; AFMAN 23-122; AFH 23-123 Vol 1 &

Vol 2

5.5.1

Explain the purpose for stock management

5.5.2

Identify the different stockage policies and levels (demand

based and non-demand based)

5.5.3

Explain inventory levels (Adjusted Stock Levels, MRSP,

CRSP, CHPMSK)

5.5.4

Analyze Readiness Base Leveling (RBL) Proactive

Demand Leveling (PDL) and Customer Oriented Leveling

Technique (COLT) concepts

5.5.5

Conduct a Aircraft Sustainability Model (ASM)

5.5.6

Identify MILSTRIP procedures

5.5.7

Explain the Uniform Materiel Movement and Issue Priority

System (UMMIPS)

5.5.8

Explain the Force Activity Designator (FAD) concept

5.5.9

Explain a Due-out validation

5.5.10

Identify the Air Force retention/excess polices

5.5.11

Explain the purpose of Transaction Identification Codes

5.5.12

Understand how requirements are funded

5.5.13

Explain the process of requesting Supply Assistance

Request and Supply Discrepancy Report

5.5.14

Explain Local Purchase policies and procedures

5.6

EQUIPMENT MANAGEMENT PROCESSES

TR: AFI 23-101; AFMAN 23-122; AFH 23-123 Vol 2 Pt

5.6.1

Identify the Air Force Equipment Management System

(AFEMS)

5.6.2

Identify the equipment management Allowance Standard

concept

5.6.3

Explain the accountability requirements for Non-

Equipment Authorized In-use Detail equipment authorized

inventory data

5.6.4

Identify the Organizational Visibility List (R-15)

5.6.5

Identify the process involved in requesting equipment

5.6.6

Identify the establishment of In-use details

5.6.7

Identify the various EAID products and listings to include

Q09 and Q10 listings

5.6.8

Identify the purpose of the R14 - Custodian

authorization/custody receipt listing (CA&CRL)

5.6.9

Identify the purpose of Special Purpose Recoverable

Authorized Maintenance (SPRAM) and the R25 SPRAM

listing

5.7

REPAIR CYCLE MANAGEMENT PROCESSES

TR: AFI 23-101; AFMAN 23-122 Sec 4C; TOs 00-20-3;

00-35D-54

5.7.1

Discuss the Due-In From Maintenance (DIFM) process

5.7.2

Analyze the repair cycle asset management listing (D23)

5.7.3

Explain the Repair Network Enhancement Program

5.7.4

Identify impacts of Turnaround Action (TRN)

5.7.5

Analyze the Awaiting Parts (AWP) listing (D19)

5.7.6

Explain the concept of time change items

5.7.7

Explain the Time Compliance Technical Orders (TCTO)

process

5.7.8

Explain the concept of Depot Level Reparables (DLR)

5.7.9

Explain Supply points and how they are managed

5.7.10

Identify Supply point detail records

5.7.11

Explain the repair cycle data list Q04

5.7.12

Describe the Repair Network and the collaborative

relationship between the Node Manager, Repair Network

Manager, and other supply entities for repair constraint

resolution

5.7.13

Explain Supply Condition Codes

5.8

ISSUE PROCEDURES

TR: AFI 23-101; AFMAN 23-122 Ch 5, 9, 10; AFH 23-

123 Vol 1 & Vol 2 Pt 1 AFR 0-2;TOs 0-1-01, 00-5-1;

Illustrated Parts Breakdown (IPB); FEDLOG; D043

5.8.1

Explain the issue process

5.9

RESEARCH/RECORDS MAINTENANCE

PROCEDURES

TR: AFMAN 23-122

5.9.1

Identify the manual research process

5.9.2

Identify the parts of national stock number

5.9.3

Identify the various materiel management research systems

to include ES-S FEDMALL, FEDLOG, D043

5.9.4

Analyze an Item record

5.9.5

Explain Expendability, Recoverability, Reparability, and

Cost (ERRC) codes

5.9.6

Identify Interchangeability and Substitution Group (I&SG)

records

5.10

TURN-IN PROCEDURES TR: AFMAN 23-122; AFI

23-101, TO00-35D-54

5.10.1

Explain the turn-in process for Consumables/expendables

5.10.2

Explain the turn-in process for Repair cycle

5.10.3

Explain the turn-in process for Equipment

5.10.4

Explain the turn-in process for Exception processing

5.10.5

Explain the turn-in process for Found on Base

5.10.6

Explain the turn-in process for Hazardous material

5.10.7

Explain the turn-in process for Engineering Investigation

(EI)/PQDR

5.10.8

Explain the turn-in process for In-check property

5.10.9

Explain the turn-in process for Inspect property for

assignment of condition code

5.10.10

Explain the turn-in process for a DIFM, consumable, etc.

item

5.11

INQUIRIES

TR: AFI 23-101; AFMAN 23-122; AFH 23-123 Vol 2 Pt

5.11.1

Explain a Detail record

5.11.2

Analyze the consolidated transaction history (CTH)

5.11.3

Explain the Repair cycle record

5.11.4

Explain the Requirements computation

5.11.5

Explain the capabilities of LIMS-EV

5.12

INSPECTION PROCESSES

TR: AFMAN 23-122

5.12.1

Identify the different Condition tags/labels

5.12.2

Explain the different Condition codes

5.12.3

Explain Identity changes

5.12.4

Explain inspection requirements for various commodities

5.12.5

Explain Shelf life management to include bench stock

5.12.6

Explain HAZMAT management and storage procedures

5.12.7

Explain the Functional check process

5.12.8

Explain the management of Electrostatic sensitive

devices/electrostatic discharge (ESD) items

5.12.9

Explain suspect/unsuitable materiel management

5.13

STORAGE AND DISTRIBUTION PROCESSES

TR: AFI 23-101; AFMAN 23-122; AFH 23-123 Vol 2 Pt

5.13.1

Explain the warehouse storage layout

5.13.2

Explain the general storage principles

5.13.3

Conduct a warehouse pull

5.13.4

Explain the purpose of the Daily Document Register (D04)

5.13.5

Explain the steps to pull, distribute, and issue property

5.13.6

Explain the difference between a Due-In and Due-Out

5.13.7

Explain how and why a shipment can occur

5.13.8

Explain the process of warehouse location validation

5.13.9

Explain the processing of warehouse refusals

5.13.10

Explain the organizational refusal procedures

5.13.11

Explain the controlled material storage requirements

5.13.12

Explain the use of the classified receipt list

5.13.13

Explain the relationship between Materiel Management and

Documented Cargo

5.14

INVENTORY PROCEDURES

TR: AFMAN 23-122

5.14.1

Identify various types of non-NWRM inventories and their

purposes

5.14.2

Develop an inventory schedule

5.14.3

Conduct an inventory

5.14.4

Discuss Nuclear Weapons Related Materiel (NWRM)

Accountability & Positive Inventory Control (PIC) as

detailed in AFI 20-110

5.14.5

Explain the reverse posts process and the impact on

inventories and accountable records

5.14.6

Analyze the consolidated inventory adjustment document

5.15

DOCUMENT CONTROL

TR: AFI 23-101; AFMAN 23-122; AFH 23-123 Vol 1 &

Vol 2 Pt 1

5.15.1

Identify what constitutes source documents

5.15.2

Identify the steps involved in document disposition

5.15.3

Explain the management and resolution of delinquent

documents

5.15.4

Explain the Tracer Action Reports and Shipping

Discrepancy Reports

5.16

CONSOLIDATED SUSTAINMENT ACTIVITY

GROUP – SUPPLY (CSAG-S) TR: AFI 23-101;

AFMAN 23-122; AFH 23-123 Vol 1 & Vol 2 Pt 1

5.16.1

Explain the CSAG-S funding process

5.17

REJECT/MANAGEMENT NOTICE PROGRAM

TR: AFI 23-101; AFMAN 23-122; AFH 23-123 Vol 2 Pt

2 Ch 7

5.17.1

Identify responsibilities in the reject management program

5.17.2

Explain the reject research processes

5.17.3

Explain the management notice research process

5.17.4

Explain the steps involved in resolving rejects

5.18

POST-POST PROCESSING

TR: AFMAN 23-122

5.18.1

Explain the concept of Post-Post Processing

5.19

PROCEDURES AND ANALYSIS PROCESSES

5.19.1

Explain the functions of the Inspection Section

5.19.2

Explain the Care of Supplies in Storage (COSIS)

5.19.3

Explain how to conduct internal Annual Inspections

5.19.4

Identify the importance of customer support visits

5.19.5

Identify the management reports and listings used to assess

the health of a Supply Account

5.20

DECENTRALIZED MAINTENANCE SUPPORT

(DMS) TR: AFMAN 21-101; AFI 23-101

5.20.1

Explain the roles and responsibilities of (DMS)

5.20.2

Identify the relations between DMS/MXG and Customer

Support Liaison Element

5.21

GENERAL TASKS AND KNOWLEDGE

TR: AFI 23-101; AFMAN 23-122; AFH 23-123 Vol 1 &

Vol 2, AFR 40O-54, AFJMAN 23-215, AFI 23-111; AFI

91-301, DoD 4145.19-R-1; 40 CFG261; FED Standard

313; AF Internal Procedures for using the GPC

5.21.1

Explain the Reports of Survey process

5.22

FACILITIES TR: AFMAN 32-1084

5.22.1

Explain the Transportation (Ground) infrastructure for

Military Construction (MILCON) and justification

Chart 10. Vehicle Management Training Matrix

Vehicle Management

Operations Officer Signature/Date Completed

Note: To complete Vehicle Management Training Matrix, the trainee MUST have ALL

processes/knowledge areas signed off.

Note: If a process/knowledge area is not available at a particular location, trainers may line through and

initial the process/knowledge area. This action will waive the requirement for that specific process;

however, commanders must review/verify each lined through process/knowledge area prior to submitting an

AF Form 2096. Once a waived process becomes available due to PCS or other change, commanders should

ensure the individual is properly trained on that requirement.

Knowledge

Trainee

Initials

Certifiers

Initials

Date

6.0

VEHICLE MANAGEMENT

TR: AFI 10-401; AFI 24-302; TO 36-1-191

6.0.1

Explain the functions of vehicle management

6.0.2

Identify the capabilities of Vehicle Management Unit Type

Codes (UTC)

6.0.3

Explain the mobile maintenance processes and procedures

6.0.4

Explain managements roles and responsibilities in fleet

management

6.0.5

Analyze the Critical Vehicles Listing

6.0.6

Discuss the purpose of Mission Essential Levels

6.0.7

Explain the Mission Capable rate

6.0.8

Analyze the Vehicle Authorization Listing

6.0.9

Explain management’s role in regards to the Vehicle

Validation Visit process

6.0.10

Explain the vehicle authorization establishment process

6.0.11

Explain the process and procedures for managing vehicles

identified as Nuclear Certified Equipment

6.0.12

Discuss the vehicle equivalents and vehicle management

funding process

6.0.13

Explain the Vehicle Management systems to include DPAS,

LIMS-EV-VV etc.

6.0.14

Explain how vehicles are tasked and prepared for

deployment

6.1

FLEET MANAGEMENT AND ANALYSIS ELEMENT

TR: AFI 23-101, T.O. 36-1-191, AFI 24-302

6.1.1

Explain the scheduled maintenance program

6.1.2

Explain the summer rebuild process

6.1.3

Explain the process of leasing and maintaining GSA

vehicles

6.1.4

Identify commercial rental policies and procedures

6.1.5

Explain the management role and responsibilities of fleet

management

6.1.6

Identify the roles of the 635 SCOW and 441 VSCOS in

funds and authorization management

6.1.7

Explain the purpose of the Vehicle Control Program

6.1.8

Identify AF energy conservation objectives with regards to

the vehicle fleet

6.1.9

Explain the importance of jacket file management to include

NWRM Vehicles

6.2

MATERIEL CONTROL

TR: AFI 24-302; AFI 23-110; AFMAN 23-122

6.2.1

Identify the importance of property responsibility and

accountability within Materiel Control

6.2.2

Discuss the delayed maintenance and deferred parts

programs

6.2.3

Explain the tool control processes and procedures

6.2.4

Explain Composite Tool Kits (CTK) and Individual Tool

Kits (ITK)

6.3

FACILITIES TR: AFMAN 32-1084

6.3.1

Explain the Vehicle Management infrastructure for Military

Construction (MILCON) and justification

Chart 11. Fuels Training Matrix

Fuels

Operations Officer Signature/Date Completed

Note: To complete the Fuels Training Matrix, the trainee MUST have ALL processes/knowledge areas

signed off.

Note: If a process/knowledge area is not available at a particular location, trainers may line through and

initial the process/knowledge area. This action will waive the requirement for that specific process;

however, commanders must review/verify each lined through process/knowledge area prior to submitting an

AF Form 2096. Once a waived process becomes available due to PCS or other change, commanders should

ensure the individual is properly trained on that requirement.

Knowledge

Trainee

Initials

Certifiers

Initials

Date

7.0

FUELS ORGANIZATION

TR: AFI 23-201, AFI 10-401; DoDM 4140.15

7.0.1

Explain the Fuels Management Flight Organizational Structure

7.0.2

Explain the Fuels Management Flight external relationships

7.0.3

Identify the capabilities of the Fuels Unit Type Codes (UTC)

7.0.4

Explain the Roles and Responsibilities as the Fuels Responsible

Officer (RO)

7.1

FUELS FACILITIES

TR: AFOSH Stds 91-203; TOs 37-1-1, 37A1-101, 42B-1-1,

42B-1-23, 40CFR Series; AFIs 23-201, 23-502; UFCs 3-460-

01, 3-460-03; DoD 4140.25M; AFMAN 32-1084

7.1.1

Explain fuel and cryogenic system capabilities

7.1.2

Identify fuel system & cryogenic components

7.1.3

Explain how to inspect fuel systems and cryogenic components

7.1.4

Explain how to maintain fuel system and cryogenic components

7.1.5

Explain how to receive fuel and cryogenics

7.1.6

Explain how to issue fuel and cryogenics

7.1.7

Explain how to transfer fuel and cryogenics

7.1.8

Explain how to inventory fuel and cryogenics

7.1.9

Explain the process to assure fuels infrastructure readiness

7.1.10

Explain DLA Energy Sustainment, Restoration, and

Modernization (SRM) projects

7.1.11

Explain Fuels infrastructure for Military Construction (MILCON)

and justification to include AFPA’s role

7.1.12

Understand DLA’s role in bulk fuel

7.1.13

Explain fuel reclamation procedures

7.2

FUELS DISTRIBUTION

TR: AFIs23-201, 23-302; AFOSH Stds 91-25, 91-38, 91-501;

TOs 00-20B-5, 00-25-172, 36-1-191

7.2.1

Explain the various means for dispensing fuel products

7.2.2

Explain the types of fuel dispensing vehicles and equipment and

their capabilities

7.2.3

Explain how to inspect/maintain refueling units

7.2.4

Conduct a aviation fuel issue

7.2.5

Explain the defuel process

7.2.6

Explain the receipt into storage tanks

7.2.7

Identify the different types of ground fuel and issue processes

7.2.8

Explain aircraft hot refueling

7.2.9

Discuss Fuels role in sortie generation

7.2.10

Explain In-Shelter fuel servicing procedures

7.2.11

Explain the aspects of Concurrent Servicing Operations (CSO)

(Cargo / Passenger Aircraft) and CSO Supporting Combat Sortie

Generation (CSG)

7.2.12

Explain multi-source refueling operations

7.2.13

Explain hydrant utilization determination and its role in the

overall mission and workload

7.2.14

Explain expediter duties

7.2.15

Identify the different fuel types, hazards and limitations of

product

7.2.16

Explain the Gravity-fed versus Pump Fuel Distro Operations

7.3

FUELS ENVIRONMENTAL AND SAFTY OFFICE (FESO)

TR: AFOSH 91 SERIES; AFIs 20-112, 23-201, 23-204, 23-

502,TOs 00-20B-5, 33D2-10 series. 37A-1-101, 37-1-1 42B

Series, 42C series, TO 37A9-3-15-1, DoD 4140.25M

7.3.1

Explain the different types of evaluations

7.3.2

Discuss corrective action/root cause analysis

7.3.3

Analyze action in the Spill Prevention Control and

Countermeasures (SPCC) Plan

7.3.4

Explain environmental coordination requirements

7.3.5

Analyze Incident Reporting

7.4

FUELS SERVICE CENTER (FSC)

TR: AFIs 23-201, 23-204, 23-502, T.O.s 42B-1-1, 42B-1-23;

DLA Energy Policy Documents

7.4.1

Explain the role of the Responsible Officer (RO)

7.4.2

Explain the responsibilities of the Fuels Service Center (FSC)

7.4.3

Explain the capabilities of the Fuels Manager® Defense

7.4.4

Explain accounting using Base Level Support Applications

(BLSA)

7.4.5

Explain the importance of transaction accuracy

7.4.6

Explain the accounting reconciliation process

7.4.7

Explain how daily inventories are used to obtain and record

inventories

7.4.8

Analyze out of tolerance discrepancies (gains/losses)

7.4.9

Analyze computer generated fuels reports

7.4.10

Analyze the Inventory Management Plan (IMP) and War

Consumable Distribution Objective (WCDO)

7.4.11

Analyze the aircraft flying schedules

7.4.12

Explain Emergency Response Procedures

7.4.13

Analyze and execute Bulk Petroleum Contingency Reporting

(REPOL)

7.5

LAB TASKS AND PROCEDURES

TR: 42B Series; AFI 23-201, MIL-STD-3004

7.5.1

Explain Lab Task Procedures

7.5.2

Explain fuel sampling

7.5.3

Explain cryogenic sampling

7.5.4

Identify contaminated products, isolate and explain disposition

7.5.5

Explain the bottle method test

7.5.6

Explain a color and particulate assessment

7.5.7

Explain a matched weight test

7.5.8

Explain a flashpoint test

7.5.9

Explain a conductivity test

7.5.10

Explain a water content test

7.5.11

Explain a Fuel System Icing Inhibitor (FSII) Content test

7.5.12

Explain the American Petroleum Institute (API)

7.5.13

Explain fuel additives

7.5.14

Explain the review of lab results utilizing FMD & Air Force Test

& Analysis Tool

7.5.15

Discuss the Lockout/Tagout program

7.5.16

Identify the contents and use of aircraft crash kit

7.6

IDENTIFY THE DIFFERENT TYPES OF FUELS

SUPPORT EQUIPMENT (FSE)

TR: TO 37A9-3-1; AFPAM 23-221

7.6.1

Explain the functions of each piece of FSE

7.6.2

Explain the Aerial Bulk Fuel Delivery System

7.6.3

Explain Forward Area Refueling Point operations

Chart 12. Life Cycle Logistics Matrix

Life Cycle Logistics

Operations Officer Signature/Date Completed

Note: To complete the Life Cycle Logistics Training Matrix, the trainee MUST have ALL

processes/knowledge areas signed off.

Note: If a process/knowledge area is not available at a particular location, trainers may line through and initial

the process/knowledge area. This action will waive the requirement for that specific process; however,

commanders must review/verify each lined through process/knowledge area prior to submitting an AF Form

2096. Once a waived process becomes available due to PCS or other change, commanders should ensure the

individual is properly trained on that requirement.

Knowledge

Trainee

Initials

Certifiers

Initials

Date

8.0

Explain the relationship between using agencies and AFSC,

AFLCMC System Program Offices

8.1

Identify the Logistics Strategy

8.2

Identify 21R roles and responsibilities in Life Cycle Logistics

8.3

Identify certifications and training requirement for Life Cycle

Logistics certs

BY ORDER OF THE SECRETARY OF THE AIR FORCE

OFFICIAL JOHN B. COOPER

Lieutenant General, USAF

DCS/Logistics, Engineering and Force Protection

4 Attachments:

1. CTS – Logistics Readiness Officer Basic Course

2. Logistics Readiness Officer Training Courses

3. Terms Explained

4. 21R Specialization Track

Attachment 1

CTS L3OBR21R1 0L1B

LOGISTICS READINESS OFFICER BASIC COURSE

BEHAVIORAL STATEMENTS

Behavioral Statement Coding System

Code

Definition

Subject Knowledge Training – The verb selection identifies the individual’s

ability to identify facts, state principles, analyze, or evaluate the subject.

Performance Training – Identifies that the individual has performed the task to

the satisfaction of the course; however, the individual may not be capable of

meeting field requirements for speed and accuracy.

Performance Knowledge Training – The verb selection identifies the

individual’s ability to relate simple facts, procedures, operating principles, and

operational theory for the task.

No training provided in the course or CDC.

Training is required but not provided due to limitations in resources.

Each training standard element is written as a behavioral statement. The detail of the statement and verb

selection reflects the level of training provided in the course.

Task ID

Knowledge

Proficiency

1.0

GENERAL ROLES AND RESPONSIBILITIES

1.0.1

Explain the roles and responsibilities of installation level logistics

organizations

1.0.2

Explain the Logistics Readiness Competencies

1.0.3

Identify the Logistics Human Capital Strategy

1.0.4

Explain the role of logistics in sortie generation and force projection

1.0.5

Explain general safety policies and procedures within base level logistics

organizations

1.0.6

Explain environmental compliance standards within base level logistics

organizations

1.0.7

Explain the principles of Risk Management

1.0.8

Explain base level logistics compliance metrics and reports

1.0.9

Identify squadron resourcing, budgeting and execution process.

1.0.10

Explain squadron readiness roles and responsibilities

1.0.11

Identify Air Force logistics support above wing level

1.0.12

Identify the structure and functions of Joint Staff/Air Staff/MAJCOM

1.0.13

Identify logistics readiness Competencies and joint logistics functions and

capabilities.

1.0.14

Explain procedures for policy management at all levels

1.0.15

Explain the roles and responsibilities of Air Reserve Components within the

TFI structure.

1.0.16

Explain the roles and responsibilities of Maintenance Squadrons (MXS,

AMXS, MUNS, EMS, CMS)

2.0

LOGISTICS PLANNING

TR: AFI 10-400; AFI 10-401; AFI 10-403; AFPD 10-4; AFI 10-404; JP 4-

0; Vol 2, Leadership

2.0.1

Explain the purpose of Joint and Air Force doctrine documents

2.1

AEROSPACE PLANNING

TR: JP 4-0; Vol 1, Basic Doctrine; Vol 2, Leadership; AFI 10-401; AFI

10-402; AFI 10-403; AFI 10-1301; CJCSM 3130.06A

2.1.1

Explain National Mobilization

2.1.2

Identify the concepts of an Air Tasking Order

2.1.3

Explain the concepts of Combat Support

2.1.4

Explain how the Air Expeditionary Force construct presents forces to the

Combatant Commander

2.1.5

Explain the principles and processes of Global Force Management

2.2

LOG C2 - PLANNING SYSTEMS (IDS)

TR: AFI 10-401; JP 4-0; JP 3-08; AFSC PUB 1; CJCSI 3100.01; CJCSM

3122.03

2.2.1

Explain the Joint Operations Planning and Execution System (JOPES)

2.2.2

Explain the relationship between JOPES and the Air Force contingency

planning process and systems Deliberate and Crisis Action Planning and

Execution Segments (DCAPES)

2.2.3

Identify purpose of LOGMOD (components and products produced)

2.3

PLANS MANAGEMENT

TR: AFI 10-404; AFPD 10-4; AFI 10-208; AFI 10-401; AFI 10-501

2.3.1

Explain the difference between the types of deployment orders

2.3.2

Conduct a mobility exercise

2.3.3

Explain OPLAN and associated orders

2.3.4

Explain the difference between shortfalls and Limiting Factors (LIMFACs)

2.4

CONTINGENCY PLANNING

TR: JP 5-0; AFSC PUB 1; Vol 2, Leadership; AFI 10-401; AFI 10-403;

CJCSM 3122.01; CJCSM 3122.02; CJCSM 3122-03; CJCSM 3150.01

2.4.1

Identify the War and Mobilization Plan (WMP) documents

2.4.2

Identify the planning phases of the contingency planning process

2.4.3

Explain Time-Phased Force Deployment Data (TPFDD)

2.4.4

Explain the Manpower, Equipment Force, Packaging (MEFPAK)

2.4.5

Explain the UTC development and review process (effects of UTA)

2.5

CRISIS ACTION PLANNING

TR: JP 5-0; AFSC PUB 1; Vol 2, Leadership; AFI 10-401; AFI 10-403;

CJCSM 3122.01; CJCSM 3122.02; CJCSM 3122.03

2.5.1

Identify the phases of crisis action planning

2.6

INSTALLATION DEPLOYMENT ROLES & RESPONSIBILITIES

TR: JP 4-0; Vol 1 Basic Doctrine; AFI 10-403; Vol 2, Leadership; Annex

4-0 Combat Support; AFI 10-401; AFI 10-402; AFI 10-1301; AFPD 10-4;

TR: FCAT 21-209; LOGMOD ON-LINE HELP; WMP 1, ANNEX E

2.6.1

Explain role of Installation Deployment Officer (IDO)

2.6.2

Identify the Joint Reception, Staging, Onward Movement and Integration

concept (JRSO&I)

2.6.3

Identify concepts of force posturing (Warfighter and Institutional Force)

2.6.4

Identify the difference between the various posturing codes

2.6.5

Identify deployment organizational structure (IDRC/DCC etc.)

2.6.6

Identify the purpose of the Installation Deployment Plan (IDP)

2.6.7

Identify the functions of Deployment Process Working Group (DPWG)

2.6.8

Identify the purpose of a Concept Brief

2.6.9

Identify the purpose of Redeployment Planning

2.6.10

Identify Base Support Planning and the Committee responsibilities

2.6.11

Explain Designed Operational Capability (DOC) Statement

2.6.12

Identify resource readiness (UTC and resource)

2.6.13

Identify a site survey and systems

2.6.14

Identify purpose of the WRM program and key players

2.6.15

Identify War Plans Additive Requirements Report (WPARR)

2.6.16

Identify War Consumables Distribution Objective (WCDO)

2.6.17

Identify Inventory Management Plan (IMP)

2.6.18

Identify WRM requirements on the Vehicle Authorization List (VAL)

2.6.19

Identify Wartime Aircraft Activity Report (WAAR) extract

2.6.20

Identify the types, purpose, and milestones of support agreements and key

players

3.0

DISTRIBUTION

TR: AFI 24-301; AFMAN 24-306; AFOSH 91-100; AFPD 24-1; DoD

4500.36M; DoDI 4140.1-R; AFMAN 24-204; AFPD 24-2; DoDI 4140.65.

AFI 24-238; AFMAN 24-106; AFI 20-110

3.0.1

Identify the Deployment and Distribution Flight Organizational Structure

3.1

TRAFFIC MANAGEMENT

TR: DoD 4140.1-R; AFMAN 24-204; AFPD 24-2; DOD 4140.65; AFI 24-

238; AFMAN 24-206; Pax: DoDD 4500.56; AFPD 24-1; DoDI 4500.43;

DoD 4515.13

3.1.1

Identify the importance of the Transportation Discrepancy Reports (TDR),

Report of Shipment (REPSHIP) and the personal property discrepancy reports

3.1.2

Identify the Uniform Materiel Movement and Issue Priority System

(UMMIPS), Required Delivery Date (RDD), and Project Codes, and TAC

Codes

3.1.3

Identify the various modes of shipment

3.1.4

Identify Secure Holding Areas

3.1.5

Identify the shipping and receiving process

3.1.6

Identify the importance of controlling accountable forms

3.1.7

Identify the importance of controlling classified, hazardous and NWRM cargo

3.1.8

Explain the importance of In-transit Visibility (ITV) and the Integrated

Development Environment/Global Transportation Network Convergence

(IGC)/Enterprise Solution-Supply (ESS)

3.1.9

Identify the importance of Cargo Movement Operations System (CMOS)

3.1.10

Identify the roles and responsibilities of Personal Property

3.1.11

Identify the functions of the Commercial Travel Office (CTO) including

official travel

3.1.12

Identify the movement process for human remains

3.1.13

Identify the difference between Centrally Billed Account and Individually

Billed Account

3.1.14

Identify the role of Traffic Management in the deployment process

3.2

GROUND TRANSPORTATION

TR: DoD 4500.36M; AFPD 24-3; AFI 24-301

3.2.1

Identify vehicle operations roles and responsibilities during mobility

operations to include deployment, reception, operations and employment

(peacetime and contingency)

3.2.3

Identify the functions of Documented Cargo Section

3.2.4

Identify the authorized use of Government Motor Vehicles

3.2.5

Identify the Government Motor Vehicle Misuse Process

3.3

AIR TRANSPORTATION

TR: DTR 4500.9-R, 4515.13

3.3.1

Identify the organization and mission of the commands within the DoD airlift

system

3.3.2

Identify the types and descriptions of organic and commercial transport

aircraft and associated capabilities

3.3.3

Identify the mission and functions of the Aerial Port Squadron and Air

Mobility Squadron

3.3.4

Identify the types and descriptions of material handling equipment and

associated capabilities

3.3.5

Identify the concept and process for managing Transportation Working

Capital Funds (TWCF)

3.3.1

PASSENGER SERVICES

TR: DTR 4500.9-R, 4515.13, AMCI 24-101 Volumes 14 & 15; AFI 24-101

3.3.1.1

Identify customer relations and DV procedures

3.3.1.2

Identify how to determine travel eligibility

3.3.1.3

Identify how to manage standby listings

3.3.1.4

Identify delayed or diverted space required passengers policies

3.3.1.5

Identify travel restrictions and border clearance requirements

3.3.1.6

Identify Space Available (SA) and Space Required (SR) passengers policies

and procedures

3.3.1.7

Identify Passenger Terminal Security and Screening

3.3.2

FLEET SERVICES

TR: AMCI 24-101;Vol 10 and 14; Appropriate Aircraft -9’s and -1’s

3.3.2.1

Identify the role and functions of Fleet Services

3.3.3

AIR TERMINAL OPERATIONS

TR: AMCI 24-101 Volume 9

3.3.3.1

Identify the roles and responsibilities of the Air Terminal Operations Center

3.3.3.2

Identify the concept of capability forecasting (Customer Service)

3.3.3.3

Identify the role of Customer Service Branch/Airlift Clearance Authority

3.3.3.4

Identify the QAE process for contract commercial aircraft documentation

3.3.3.5

Identify how to process and coordinate Human Remains at origin, en route

and arrival stations

3.3.4

AIR CARGO PROCEDURES

TR: DODR 4500.32, 4500.9; AFJMAN 24-204; AFPD 24-2; AMCI 24-101

Volume 11, Mil Std 129; CFR 49, AMCI 24.101 Volume 9; AFI 24-201

3.3.4.1

Identify how to process originating and terminating cargo

3.3.4.2

Identify the concepts of load planning to include velocity and maximum

aircraft utilization

3.3.4.3

Identify palletization procedures

3.3.4.4

Identify special handling cargo procedures

3.3.4.5

Identify hazardous/explosive materials movement and compatibility

3.3.5

RAMP OPERATIONS

TR: DTR 4500.9-R; AFPD 24-2; TO 00-25-172; AMCI 24-101

3.3.5.1

Explain procedures for loading and offloading aircraft

3.3.5.2

Identify the role of the Aerial Port Expeditor Program (APEX)

3.3.5.3

Identify Engine Running On and Off loading (ERO) procedures

3.3.5.4

Discuss Risk Management (RM) specific to ramp operations

3.3.6

MOBILITY OPERATIONS

TR: DTR 4500.9-R; AFI 10-403; 10-401; AMCI 24-101

3.3.6.1

Identify the Joint Inspection (JI) process

3.3.6.2

Identify the roles and missions of Contingency Response Wings and Groups,

Combat Mobility Element (CRW/CRG/CME)

3.3.7

AUTOMATED INFORMATION SYSTEMS

TR: Applicable handbooks and system guides

3.3.7.1

Identify the Integrated Development Environment/Global Transportation

Network Convergence (IGC)

3.3.7.2

Identify the Global Decision Support System (GDSS)

3.3.7.3

Identify Global Air Transportation Execution System (GATES) and Cargo

Movement Operating System (CMOS)

3.3.7.4

Identify the Integrated Computerized Deployment System (ICODES)

3.3.7.5

Explain Total Asset Visibility (TAV)

4.0

SUPPLY

TR: AFI 23-101; AFMAN 23-122

4.0.1

Identify the Materiel Management Flight Organizational Structure

4.0.2

GENERAL TASKS AND KNOWLEDGE

TR: AFI 23-101; AFMAN 23-122; AFH 23-123 Vol 1 & Vol 2, AFR 40O-

54, AFJMAN 23-215, AFI 23-111; AFI 91-301, DoD 4145.19-R-1; 40

CFG261; FED Standard 313; AF Internal Procedures for using the GPC

4.0.2.1

Explain the Reports of Survey process

4.0.3

ISSUE PROCEDURES

TR: AFI 23-101; AFMAN 23-122 Ch 5, 9, 10; AFH 23-123 Vol 1 & Vol 2

Pt 1 AFR 0-2;TOs 0-1-01, 00-5-1, Illustrated Parts Breakdown (IPB);

FEDLOG, D043

4.0.3.1

Explain the issue process

4.1

ASSET MANAGEMENT SECTION

TR: AFI 23-101; AFMAN 23-122; AFH 23-123 Vol 2 Pt 1

4.1.1

Identify the roles and responsibilities of Central Storage, Aircraft Parts Store

(APS), HAZMAT Tracking Activity (HTA) Individual Equipment Element

(IEE), and Individual Protective Equipment (IPE)

4.1.2

AIRCRAFT PARTS STORE

TR: See references below within specific process/procedure

4.1.2.1

MISSION CAPABLE (MICAP) PROCESSES

TR: AFI 23-101; AFMAN 23-122; AFH 23-123 Vol 1 & Vol 2

4.1.2.1.1

Identify MICAP concept and the varying levels of responsibilities

4.1.2.1.2

Identify responsibilities of Base, Supply Chain Operations Wing (SCOW),

Air Force Sustainment Center (AFSC), Depot, and MAJCOM in the MICAP

process

4.1.2.1.3

Identify the importance of the Aerospace Maintenance and Regeneration

Group (AMARG)

4.1.2.1.4

Identify the MICAP verification process

4.1.2.1.5

Identify cause & delete codes

4.1.2.1.6

Identify ES-S MICAP & AWP Reports

4.1.3

CENTRAL STORAGE ELEMENT

TR: See references below within specific process/procedure

4.1.3.1

STORAGE AND DISTRIBUTION PROCESSES

TR: AFI 23-101; AFMAN 23-122; AFH 23-123 Vol 2 Pt 1

4.1.3.1.1

Explain the warehouse storage layout

4.1.3.1.2

Explain general storage principles

4.1.3.1.3

Identify the purpose of the Daily Document Register (D04)

4.1.3.1.4

Explain the steps to pull, distribute, and issue property

4.1.3.1.5

Explain the difference between a Due-In and Due-Out

4.1.3.1.6

Identify the process of warehouse location validation

4.1.3.1.7

Identify the processing of warehouse refusals

4.1.3.1.8

Identify organizational refusal procedures

4.1.3.1.9

Identify controlled material storage requirements

4.1.3.1.10

Identify the use of the classified receipt list

4.1.3.1.11

Identify the relationship between Materiel Management and Documented

Cargo

4.2

CUSTOMER SUPPORT SECTION

TR: AFI 23-101; AFMAN 23-122; AFH 23-123 Vol 2 Pt 1

4.2.1

Explain the roles and responsibilities of the Equipment Accountability and

Customer Support Liaison Elements.

4.2.2

CUSTOMER SUPPORT LIAISON ELEMENT

TR: See references below within specific process/procedure

4.2.2.1

BENCH STOCK

TR: AFI 23-101; AFMAN 23-122; AFH 23-123 Vol 1 & Vol 2

4.2.2.1.1

Identify the bench stock management concept and purpose

4.2.2.2

STOCK CONTROL PROCESSES

TR: AFI 23-101; AFMAN 23-122; AFH 23-123 Vol 1 & Vol 2

4.2.2.2.1

Explain the purpose for stock management

4.2.2.2.2

Identify the different stockage policies and levels (demand based and non-

demand based)

4.2.2.2.3

Explain inventory levels (Adjusted Stock Levels, MRSP, CRSP, CHPMSK)

4.2.2.2.4

Explain Readiness Base Leveling (RBL), Proactive Demand Leveling (PDL)

and Customer Oriented Leveling Technique (COLT) concepts

4.2.2.2.5

Explain Aircraft Sustainability Model (ASM)

4.2.2.2.6

Identify Military Standard Requisitioning & Issue Procedures (MILSTRIP)

procedures

4.2.2.2.7

Identify Uniform Materiel Movement and Issue Priority System (UMMIPS)

4.2.2.2.8

Identify Force Activity Designator (FAD) concept

4.2.2.2.9

Identify Due-out validation

4.2.2.2.10

Identify the process of requesting Supply Assistance Request and Supply

Difficulty Report

4.2.2.2.11

Identify Local Purchase policies and procedures

4.2.2.3

INQUIRIES

TR: AFI 23-101; AFMAN 23-122; AFH 23-123 Vol 2 Pt 1

4.2.2.3.1

Explain Detail record

4.2.2.3.2

Identify the Consolidated Transaction History (CTH)

4.2.2.3.3

Explain Repair cycle record

4.2.2.3.4

Explain the capabilities of LIMS-EV

4.2.2.4

RESEARCH/RECORDS MAINTENANCE PROCEDURES

TR: AFMAN 23-122

4.2.2.4.1

Identify the parts of a National Stock Number (NSN)

4.2.2.4.2

Identify the various materiel management research systems to include ES-S

FEDMALL, FEDLOG, D043,

4.2.2.4.3

Identify Expendability, Recoverability, Reparability, and Cost (ERRC) codes

4.2.2.4.4

Identify Interchangeability and Substitution Group (I&SG) records

4.2.2.5

DECENTRALIZED MAINTENANCE SUPPORT

TR: AFMAN 21-101; AFI 23-101

4.2.2.5.1

Explain the roles and responsibilities of Decentralized Maintenance Support

(DMS)

4.2.2.5.2

Identify the relations between DMS and Customer Support Liaison Element

4.2.2.6

DOCUMENT CONTROL

TR: AFI 23-101; AFMAN 23-122; AFH 23-123 Vol 1 & Vol 2 Pt 1

4.2.2.6.1

Identify what constitutes source documents

4.2.2.6.2

Identify the steps involved in document disposition

4.2.2.6.3

Explain the Tracer Action Reports and Shipping Discrepancy Reports

4.2.3

EQUIPMENT ACCOUNTABILITY ELEMENT

TR: See references below within specific process/procedure

4.2.3.1

EQUIPMENT MANAGEMENT PROCESSES

TR: AFI 23-101; AFMAN 23-122; AFH 23-123 Vol 2 Pt 1

4.2.3.1.1

Identify the Air Force equipment management accounting systems

4.2.3.1.2

Identify the equipment management Allowance Source (AS) concept

4.2.3.1.3

Identify the process involved in requesting equipment

4.2.3.1.4

Identify the purpose of Special Purpose Recoverable Authorized Maintenance

(SPRAM)

4.3

MAINTENANCE SUPPORT SECTION

TR: AFI 23-101; AFMAN 23-122

4.3.1

Explain the roles and responsibilities of the Maintenance Support Section

4.3.2

FLIGHT SERVICE CENTER

TR: See references below within specific process/procedure

4.3.2.1

REPAIR CYCLE MANAGEMENT PROCESSES

TR: AFI 23-101; AFMAN 23-122 Sec 4C, TOs 00-20-3, 00-35D-54

4.3.2.1.1

Explain the Due-In From Maintenance (DIFM) process

4.3.2.1.2

Analyze the repair cycle asset management listing (D23)

4.3.2.1.3

Identify Repair Network Enhancement Program

4.3.2.1.4

Analyze the Awaiting Parts (AWP) listing (D19)

4.3.2.1.5

Identify Time Compliance Technical Orders (TCTO) process

4.3.2.1.6

Identify the concept of Depot Level Reparables (DLR)

4.3.2.1.7

Identify Supply points and how they are managed

4.3.2.1.8

Describe the Repair Network and the collaborative relationship between the

Node Manager, Repair Network Manager, and other supply entities for repair

constraint resolution

4.3.2.2

TURN-IN PROCEDURES TR: AFMAN 23-122; AFI 23-101, TO00-35D-

4.3.2.2.1

Identify turn-in process for Consumables/expendables

4.3.2.2.2

Identify turn-in process for Repair cycle

4.3.2.2.3

Identify turn-in process for Equipment

4.3.2.2.4

Identify turn-in process for Exception processing

4.3.2.2.5

Identify turn-in process for Found On Base (FOB)

4.3.2.2.6

Identify turn-in process for hazardous material

4.3.2.2.7

Identify turn-in process for Engineering Investigation reports

(EI)/Product Quality Deficiency Report (PQDR)

4.3.2.2.8

Identify turn-in process for in-check property

4.3.2.2.9

Identify turn-in process for inspect property for assignment of condition code

4.3.2.2.10

Identify turn-in process for processing turn-in

4.4

INSPECTION SECTION

TR: AFJMAN 23-210; AFMAN 23-122

4.4.1

Explain the roles and responsibilities of the inspection section

4.4.2

INSPECTION PROCESSES

TR: AFMAN 23-122

4.4.2.1

Identify the different condition tags/labels

4.4.2.2

Identify identity changes

4.4.2.3

Explain shelf life management to include bench stock

4.4.2.4

Identify HAZMAT management and storage procedures

4.4.2.5

Explain functional check process

4.4.2.6

Identify the management of Electrostatic Sensitive Devices/Electrostatic

Discharge (ESD) items

4.4.2.7

Identify suspect/unsuitable materiel management

4.4.3

PROCEDURES AND ANALYSIS PROCESSES

TR: AFMAN 23-122; AFI 23-101

4.4.3.1

Identify the functions of the Inspection Section

4.4.3.2

Identify the Care of Supplies in Storage (COSIS)

4.4.3.3

Identify how to conduct internal annual inspections

4.4.3.4

Identify the importance of customer support visits

4.4.3.5

Identify the management reports and listings used to assess the health of

Supply Account

4.5

PHYSICAL IVENTORY CONTROL SECTION

TR: DLM 4000.25-M; AFI 23-101

4.5.1

Explain the centralized execution of inventory functions for the LRS/CC IAW

inventory policy contained in DLM 4000.25-M, Defense Logistics

Management System Manual.

4.5.2

INVENTORY PROCEDURES

TR: AFMAN 23-122

4.5.2.1

Identify various types of non-NWRM inventories and their purposes

4.5.2.2

Explain Nuclear Weapons Related Materiel (NWRM) Accountability &

Positive Inventory Control (PIC) as detailed in AFI 20-110

4.5.2.3

Identify the reverse posts process and the impact on inventories and

accountable records

4.5.2.4

Explain consolidated inventory adjustment document register (M10)

4.6

OPERATIONS COMPLIANCE

TR: AFI 20-112

4.6.1

Explain the organization, roles, and responsibilities of Operations Compliance

to include the Functional Systems Management Section, Quality Assurance

Section, Resource Management Section, and Squadron Training Section

4.6.2

CONSOLIDATED SUSTAINMENT ACTIVITY GROUP – SUPPLY

(CSAG-S)

TR: AFI 23-101; AFMAN 23-122; AFH 23-123 Vol 1 & Vol 2 Pt 1

4.6.2.1

Identify the CSAG-S funding process

4.6.3

REJECT/MANAGEMENT NOTICE PROGRAM

TR: AFI 23-101; AFMAN 23-122; AFH 23-123 Vol 2 Pt 2 Ch 7

4.6.3.1

Identify responsibilities in the reject management program

4.6.4

POST-POST PROCESSING

TR: AFMAN 23-122

4.6.4.1

Explain the concept of Post-Post Processing

5.0

VEHICLE MANAGEMENT

TR: AFI 24-304; AFI 24-302; AFI 24-203; AFMAN 24-307; AFMAN 24-

309; TO 36-1-191

5.0.1

Identify the Vehicle Management Flight Organizational Structure

5.1

FLEET MANAGEMENT

TR: AFI 24-304; AFI 24-302; AFI 24-203; AFMAN 24-307; AFMAN 24-

309; TO 36-1-191

5.1.1

Identify the functions of vehicle management

5.1.2

Identify the mobile maintenance processes and procedures

5.1.3

Identify managements roles and responsibilities in fleet management

5.1.4

Identify the Critical Vehicles Listing

5.1.5

Identify the purpose of Mission Essential Levels

5.1.6

Identify the Mission Capable rate

5.1.7

Analyze the Vehicle Authorization Listing

5.1.8

Explain managements role in regards to the Vehicle Validation Visit process

5.1.9

Explain the vehicle authorization establishment process

5.1.10

Explain the process and procedures for managing vehicles identified as

Nuclear Certified Equipment (NCE).

5.1.11

Identify the vehicle equivalents and vehicle management funding process

5.1.12

Identify the Vehicle Management systems to include DPAS, LIMS-EV-VV

etc.

5.2

FLEET ANALYSIS

TR: AFI 23-101, T.O. 36-1-191, AFI 24-302

5.2.1

Explain the scheduled maintenance program

5.2.2

Identify the summer rebuild process

5.2.3

Explain the process of leasing and maintaining GSA vehicles

5.2.4

Identify commercial rental policies and procedures

5.2.6

Identify factors used and responsibilities regarding the Vehicle Buy Program

5.2.7

Identify the purpose of the Vehicle Control Program

5.2.8

Identify AF energy conservation objectives with regards to the vehicle fleet

5.2.9

Explain the importance of jacket file management to include NCE Vehicles

5.3

MATERIEL CONTROL

TR: AFI 24-302; AFI 23-110; AFMAN 23-122

5.3.1

Identify the importance of property responsibility and accountability within

Materiel Control

5.3.2

Explain the delayed maintenance and deferred parts programs

5.3.3

Explain the tool control processes and procedures

6.0

FUELS ORGANIZATION

TR: AFI 23-201

6.0.1

Identify the Fuels Management Flight Organizational Structure

6.0.2

Identify the Fuels Management Flight external relationships

6.1

FUELS FACILITIES

TR: AFOSH Stds 91-38, 91-67, 91-501; TOs 37-1-1, 37A1-101, 42B-1-1,

42B-1-23, , 40CFR Series; AFIs 23-201, 23-502; UFCs 3-460-01, 3-460-

03; DoD 4140.25M

6.2.1

Explain fuel and cryogenic system functions

6.2.2

Identify fuel system & cryogenic components

6.2.3

Identify how to inspect fuel

6.2.4

Identify how to maintain fuel system & cryogenic components

6.2.5

Explain how to receive fuel & cryogenics

6.2.6

Explain how to issue fuel & cryogenics

6.2.7

Explain how to transfer fuel & cryogenics

6.2.8

Identify how to inventory tanks

6.2.9

Identify the process to assure fuels infrastructure readiness

6.2.10

Explain DLA Energy Sustainment, Restoration, and Modernization (SRM)

projects

6.2.11

Explain fuels infrastructure for Military Construction (MILCON) and

justification

6.3

FUELS DISTRIBUTION

TR: AFIs23-201, 23-302; AFOSH Stds 91-25, 91-38, 91-501; TOs 00-20B-

5, 00-25-172, 36-1-191

6.3.1

Explain the various means for distributing fuel products

6.3.2

Identify refueling units and their capabilities

6.3.3

Identify how to inspect/maintain refueling units

6.3.4

Explain the defuel process

6.3.5

Identify the receipt into bulk storage

6.3.6

Identify the different types of ground fuel and issue processes

6.3.7

Identify a hot refuel

6.3.9

Explain fuels role in sortie generation

6.3.9

Identify in-shelter fuel servicing procedures

6.3.10

Identify aspects of Concurrent Servicing Operations (CSO)

6.3.11

Identify multi-source refueling operations

6.3.12

Explain the importance of hydrant utilization

6.3.13

Identify expediter duties

6.4

COMPLIANCE AND ENVIRONMENTAL

TR: AFOSH 91 SERIES; AFIs 20-112, 23-201, 23-204, 23-502,TOs 00-

20B-5, 33D2-10 series. 37A-1-101, 37-1-1 42B Series, 42C series, TO

37A9-3-15-1, DoD 4140.25M

6.4.1

Identify the different types of inspections

6.4.2

Explain corrective action/root cause analysis

6.4.3

Explain action in the Spill Response Plan

6.4.4

Explain environmental coordination requirements

6.5

FUELS SERVICE CENTER (FSC)

TR: DoD 4140.25M, 5126.46; AFIs 23-201, 23-204, 23-502, T.O.s 42B-1-1,

42B-1-23; DLA Energy Policy Documents

6.5.1

Explain the role of the Responsible Officer (RO)

6.5.2

Explain responsibilities of the FSC

6.5.3

Identify accounting via the Fuels Automated System

6.5.4

Identify the importance of the accuracy of transactions

6.5.5

Explain the reconciliation process

6.5.6

Identify capabilities of Fuels Manager Defense (FMD)

6.5.7

Identify daily inventories

6.5.8

Explain out of balance discrepancies (gains and losses)

6.5.9

Analyze computer generated fuels reports

6.5.10

Explain the IMP & WCDO Levels

6.5.11

Explain the aircraft flying schedules & parking plan

6.5.13

Explain Bulk Petroleum Contingency Reporting (REPOL)

6.6

LAB TASKS AND PROCEDURES

TR: 42B Series

6.6.1

Explain Lab Task Procedures

6.6.2

Identify fuel sampling

6.6.3

Identify cryogenic sampling

6.6.4

Identify contaminated products

6.6.5

Identify the bottle method test

6.6.6

Identify a color and particulate assessment

6.6.7

Identify a matched weight test

6.6.8

Identify a flashpoint test

6.6.9

Identify conductivity test

6.6.10

Identify a FSII Content test

6.6.11

Identify a water content test

6.6.12

Identify an API gravity test

6.6.13

Identify fuel additives

6.6.14

Identify the review of lab results utilizing FMD and Air Force Test &

Analysis Tool

6.6.15

Explain the importance of the Lockout/Tagout program

6.6.16

Identify contents and use of aircraft crash kit

6.7

IDENTIFY THE DIFFERENT TYPES OF FUELS MOBILITY

EQUIPMENT

TR: TO 37A9-3-1

6.7.1

Explain functions of Fuels Operational Readiness Capability Equipment

(FORCE)

6.7.2

Explain Aerial Bulk Fuel Delivery System (ABFDS)

6.7.3

Explain Forward Area Refueling Point operations (FARP)

7.0

LIFE CYCLE LOGISTICS

TR: FAR; DFAR; DoDI 5000.02

7.1

Explain the relationship between using agencies & squadrons (like agencies)

and SCOW, MAJCOM, and Item Managers

7.2

Identify Logistics Strategy

7.3

Identify 21R roles and responsibilities in LCL

7.4

Identify certifications and training requirement for LCL certs

8.0

CAPSTONE

8.1

Participate in a capstone event that includes all logistics readiness

competencies covering garrison and expeditionary operations.

P/K

Attachment 2

LOGISTICS READINESS OFFICER TRAINING COURSES

Advanced Course in Logistics and Technology (LOGTECH): Logisticians with the recognized

potential to assume greater responsibilities and charged with implementing executive direction will

benefit tremendously from the Advanced course. This 5-day program is organized around LOGTECH

core logistics objectives. The course is taught at the Keenan-Flagler School of Business at the University

of North Carolina.

Advanced Sortie Production Course (ASPC): The Advanced Sortie Production Course is a 12week

course for 21A/21M/21R captains and majors. The course is taught at Nellis AFB in the Advanced

Maintenance and Munitions Operations School. This highly selective course is open to all MAJCOMs

and requires wing commander nomination packages routed through respective MAJCOMs. Students will

learn the art and science of Advanced Sortie Production techniques through class room instruction,

exercises, DV mentorship and a demanding Capstone exercise at the end of the course. Students are

graded on tests covering assigned readings, oral presentations, and written submissions. Upon return to

their home station graduates are expected to conduct monthly academic sessions for officers and senior

enlisted leaders. HQ ACC/A4M is the POC for the course.

Contingency Wartime Planning Course (CWPC): This course is designed to instruct Air Force war

planners on the basics of Air Force planning in the grades of E-5 to O-5. The curriculum consists of five

blocks of instruction covering the following aspects: players, resources, plan development, execution and

analysis. The course is conducted by the Curtis E. Lemay Center for Doctrine Development and

Education, Maxwell AFB, AL.

Defense Logistics Agency Energy Responsible Officer (RO), Terminal Manager and Property

Administrator Course: The course is designed to provide individuals with an in-depth understanding of

the roles and responsibilities required to serve as a custodian of Defense Working Capital Fund (DWCF)

owned products.

Deliberate and Crisis Action Planning Execution Segments (DCAPES) Base and Advance Course:

Designed to introduce DCAPES to Air Force functional users. During the modules that make up the

training program, functional users learn how to use the new DCAPES suite of automated planning and

execution tools.

Enterprise Logistics Course (ELC): Taught at the Air Force Institute of Technology School of Systems

and Logistics, this course prepares AFSC 21X (21A, 21M, 21R) O-5s and Series 346 GS-14/15s for

strategic leadership positions at the O-6/GS-15 levels, with major emphasis on enterprise-level logistics

competencies. It will enhance students' critical thinking skills about challenges they'll face in multiple

positions as senior logisticians. The course will include a comprehensive analysis of topics such as:

financial management/working capital funds, supply chain management, depot

maintenance/workload/sustainment, PPBES/programming, life cycle logistics, joint logistics planning,

nuclear enterprise logistics, and current issues impacting senior logisticians. Targeted students for this

course will be graduated squadron commanders or civilian equivalents with 15-18 years of experience.

This is a 2 week high-intensity in-resident course.

Global Supply Chain Executive Development Program: Logisticians in this certificate program learn

how to effectively design superior supply chain operations. The program provides participants with

critical skills in the following areas: crafting customized supply chain architectures, leveraging

innovation, managing the supply base, aligning supply chain partners, and implementing optimal

measurement and control systems. The course is taught at the University of Tennessee.

Joint Logistics Course (JLC) : The purpose of this course is to prepare military officers and civilians

for assignments that involve Joint logistics planning, inter-service and multinational logistics support, and

Joint logistics in a theater of operations. The course is conducted at the Army Logistics University

(ALU), Ft Lee, VA.

Intermediate Logistics Readiness Officers Course (ILROC). (PENDING – IN DEVELOPMENT).

This course provides training for 6-10 year Captains (O-3) going into Operations Officer positions to

perform duties described in the AFOCD. This course is a prerequisite to hold an Operations Officer or

Command position. Instruction includes: Doctrine, Joint Logistics, Air Force Logistics Competencies,

(Supply Management, Deployment, Distribution and Transportation), Maintenance Support, FGO Roles

and Responsibilities and Logistics Readiness Officer Force Development. The course places particular

emphasis on operational processes which LROs should be able to affect at home station, in Joint and

deployment environments. Officers who have previously completed ALROC/IROC will be grandfathered

from this requirement.

Installation Deployment Officer Course (IDOC): Taught by the USAF Expeditionary Center staff, this

course prepares LROs to execute the duties of an Installation Deployment Officer (IDO) across the

deployment and redeployment continuum. The IDOC is an academically challenging course, utilizing

lecture, performance and exercises to emphasize the role of the IDO in the deployment and redeployment

process.

Joint Planning and Execution System (JOPES) Course: Provides the Joint Force with extensive

hands-on instruction designed for action officers/planners and senior personnel that are involved in the

planning and execution of joint operations and exercises. This course covers Command Relationships,

Joint Operational Planning, Adaptive Planning, Global Force Management (GFM), the roles and

responsibilities of AOs/Planners and JOPES guidance. The AOs/Planners will use the JOPES Editing

Tool (JET) and the Rapid Query Tool (RQT) for performing TPFDD Analysis, Error Checking,

Validation, Force Movement Tracking, and a lesson on In-Transit Visibility (ITV).

Joint Air Operations Planning Course (JAOPC): JAOPC is a 9-day Professional Continuing

Education course sponsored by HAF/A8XX. The objective of the course is to educate students in the

fundamental concepts, principles and doctrine required to develop the air portion of a joint/combined

campaign plan. The target audience for JAOPC is officers in the grades of O-3 to O-6 and civilian

equivalents. JAOPC also accepts International Officers, Sister Service Officers and Guard/Reserve

Officers. Students develop a joint air operations plan during the course by going through the 7-step joint

operation planning process for air (JOPPA). The course is supplemented by various lectures and case

studies that support the understanding of JOPPA.

LOG099 - Fundamentals of Logistics: This course is comprised of five modules. These modules

describe logistics, its environment and the four logistics processes of acquisition, distribution,

sustainment, and disposition. It is designated for new accessions and new practitioner in the logistics

career field. The course objectives are to provide new accessions and those new to logistics with a basic

knowledge of logistics organizations processes and practices; to orient new personnel in the logistics

career fields and assist them in becoming productive logistics practitioners; and to assist new logistics

practitioners in understanding basic joint and AF doctrine.

LOG103 - Centralized Asset Management (CAM): An online course explaining Centralized Asset

Management (CAM) and the fundamental shift in Weapon System Sustainment (WSS) Philosophy. The

way the U.S. Air Force programs and budgets for WSS is changing. The roles between MAJCOMS and

AFMC are changing. CAM centralizes and integrates sustainment funding allowing for an enterprise

approach to the sustainment business.

LOG109 - Fundamentals of Industrial Maintenance: This course is designed to further the

professional capability of military and civilian personnel as entry level employees assigned to the

Department of Defense Depot Maintenance System. Depot maintenance business processes are examined

to include Core, 50/50, Depot Source of Repair (DSOR), partnering, environmental management, depot

maintenance workload process and material support. Also, depot maintenance aircraft, depot maintenance

exchangeables and other current depot issues will be discussed. Student centered exercises will emphasize

problem analysis, decision making, and forecasting.

LOG117 - Process Improvement Team Member Course: This is a Web based course providing an in

depth look at process improvement methodologies. The course is intended to ensure a basic understanding

of why, how and when the process improvement methodologies should be used. The course will provide

the education required by all potential members of a team charged with process improvement.

LOG135 - Systems Lifecycle Integrity Management: The overall goal of the Systems Lifecycle

Integrity Management (SLIM) course is to provide the learner with the knowledge and comprehension

necessary to integrate the SLIM elements throughout the lifecycle of a weapons system. Additionally, the

learner will be motivated to integrate and apply SLIM to their day-to-day practice. SLIM is a cross-

functional initiative used in the real world from acquisition to sustainment to disposal. The learners

respond positively to the successful application of SLIM and will also reflect how the elements of SLIM

can benefit them. Harnessing the benefits of SLIM and showing the benefits’ direct application to the

learner provides the bridge needed to build the positive connection with SLIM and its use across the

enterprise.

LOG143 - LRS Quality Assurance Evaluator Course: This course is designed to educate LRS

evaluators on the concept, policies and responsibilities of the Logistics Readiness Squadron Quality

Assurance Program contained in AFI 20-112. This course will ensure a standardized method is used to

evaluate a unit’s compliance with Air Force, command and local directives and policies. Completion of

this course is mandatory to qualify as a LRS evaluator.

LOG199 - Introduction to Logistics: The course uses a variety of methods to explain and illustrate the

relationships and inter-dependencies of logistics to its various components. Informal lectures, case study

exercises, student presentations, and small group exercises are used to provide students with an

understanding of acquisition, sustainment, distribution, supply chain management, the Air Force’s

Enterprise Logistics Strategy and the associated Enterprise Logistics Information Systems, governance,

contingency operations, and disposition. There is also a half-day logistics simulation that demonstrates

the uncertainty in managing a supply chain, even with perfect information, and how this may lead to

inaccurate decision making.

LOG209 - Concepts of Industrial Maintenance Management: This course is designed to further the

professional capability of military and civilian personnel as midlevel managers assigned to the

Department of Defense Depot Maintenance System. Industrial maintenance management practices,

operations, production management principles and analytical techniques are examined for suitability to

enhance support of operational and combat forces. This course is focuses on contemporary production

management techniques to aid managers in problem solving, constraint resolution, decision making and

demand forecasting.

LOG210 - Applied Concepts of Industrial Maintenance Management: This course is designed to

further the professional capability of military and civilian personnel as mid-level managers assigned to the

Department of Defense Depot Maintenance System. Industrial maintenance management practices,

operations, production management principles and analytical techniques are examined for suitability to

enhance support of operational and combat forces. This course is centered on student focused exercises

which emphasize team work, problem analysis, resolution, decision making and forecasting.

LOG238 - Critical Chain Project Management Foundational Concepts: The Critical Chain Project

Management (CCPM) Foundational Concepts course provides students with an introduction to Critical

Chain project scheduling procedures, management tools and processes, and organizational requirements.

Topics are presented in sufficient depth to allow students to successfully participate in the transition to

and sustainment of CCPM as a primary workload planning, scheduling and execution tool for

Programmed Depot Maintenance (PDM) and other program management activities. The course is

designed for mid and upper level managers responsible for coordinating and directing the organizational

resources, policies and metrics necessary to implement and sustain CCPM. Course educates managers on

the general theory of CCPM rather than providing training on any particular CCPM based scheduling

software. In three class days, the course presents a detailed CCPM model and relates it to the Theory of

Constraints, classical project scheduling, and continuous process improvement. Concepts are introduced

through lecture and videos, and illustrated/reinforced through a number of simulations and exercises.

LOG262 - Applied Maintenance Management Concepts: Provides base level aircraft and munitions

maintenance managers with a survey of concepts and techniques from production operations management

and related disciplines, with emphasis on identifying and defining issues, quantitative analysis of

alternative courses of action, and effective communication of proposals and related costs and benefits up

the chain of command. The course stresses practical application to actual challenges confronting base

level maintenance managers. Although several mathematical techniques are introduced, the course is

specifically designed for managers who may not have any previous math background. Topics include

group decision making dynamics, continuous process improvement methods, capacity requirements

planning, general scheduling theory, project scheduling, basic statistics, queuing theory, organizational

safety, and basic reliability and maintainability and calculations.

LOG299 - Combat Logistics: This is a theater logistics-focused course that addresses the roles and

responsibilities of logisticians deployed to support the full range of military operations. The course

includes informal lectures, guided discussions, videos, learning exercises, and a team research project

with an oral presentation.

LOG309 - Applied Concepts of Industrial Operations Management: This course is designed to

further the professional capability of military and civilian personnel as upper level managers assigned to

the Department of Defense Depot Maintenance System. Foundational concepts of industrial operations

management will be discussed to include strategic planning and execution. Students will study current

operational methodologies for strategic planning, forecasting and forming a business case analysis.

Additionally, project scheduling and post project execution analysis will be explored and reinforced

through practical exercise and case study.

LOG399 - Strategic Logistics Management: The objective of this course is to educate personnel on

how the USAF utilizes DoD's strategic logistical resources to support military operations. This course

focuses on the distribution, utilization, sustainment, and disposition of logistical resources. This course is

designed to broaden student understanding of Air Force logistics doctrine, processes, programs, and

policies that foster critical thinking on a broad range of key issues facing the Air Force and joint logistics

communities using a seminar forum designed to enhance discussion among students, faculty, and guest

speakers. Guest speakers are primarily from joint organizations and commands such as TRANSCOM,

The Joint Staff, and Defense Logistics Agency.

LOG409 - Applied Concepts of Organizational Design: An executive approach to building high

performing organizations. Emphasis will be placed on contemporary management principles and

techniques as embodied in the Malcolm Baldrige Performance Excellence Program. We will discuss a

deeply rooted management approach of integrated methodologies, theories and systems that work

together to provide focus, alignment and results throughout the entire organization.

Logistics Feasibility Assessment Capability (LOGFAC): LOGFAC is the Air Force system of record

used by Operations and Logistics planners to develop and plan requirements for wartime aircraft activity,

wartime non munitions consumables, munitions requirements/distribution and global asset pre-

positioning. In addition, it provides “What If” force supportability and asset visibility analysis and

assessments. These capabilities provide a viable tool for the war fighter’s decision support and predictive

analysis planning. LOGFAC is the Air Force system serving as the Air Force War and Mobilization Plan,

Volume 4 (WMP4) database and is used to compute War Consumables Distribution Objective (WCDO)

consumables requirements. This is the Air Force War Reserve Materiel (WRM) program link to

positioning of resources with theater air campaigns via the component AF WMP4/Wartime Aircraft

Activity Report (WAAR). The WCDO is the only USAF approved document used to pre-position war

consumables at or near the Planned Operating Base (POB) in support of AF forces. This deliberate

planning document identifies “Worst Case” Operations Plans (OPLAN), Concept Plans (CONPLAN),

and/or Plan Set requirements for all major categories of war consumables, i.e., POL products, munitions

and miscellaneous items (film, non-explosive chaff, etc.). The LOGFAC system provides asset visibility

and analysis capability for WRM assets. It provides support capability assessments for real world taskings

as well as contingency scenarios, force supportability based on asset authorization, on-hand quantities and

storage locations, and overall capability assessments. LOGFAC interfaces with the Combat Ammunition

System (CAS), the Logistics Module (LOGMOD), Standard Base Supply System (SBSS), Non-Nuclear

Consumables Annual Analysis (NCAA), and Defense Logistics Agency (DLA) Energy through the

Integrated Consumables Item Support (ICIS) Model. These capabilities provide an automated method to

produce a Munitions WCDO and provide information to assist in publishing the Inventory Management

Plan. LOGFAC is less a force projection tool and more a force support tool, although it does calculate

consumable requirements for force projection assets. It is used by operators and logisticians to generate

employment and deployment aviation sorties in support of contingency planning efforts and to determine

consumable requirements for those sorties.

Logistics Module (LOGMOD): LOGMOD provides Air Force (AF), Major Commands (MAJCOMs),

Base-Level Logistics Planners, and Base-Level Unit Deployment Managers (UDMs) with the capability

to plan and execute deployment, reception, redeployment and forward deployments operations

worldwide. LOGMOD is the primary system for over 9,100K base-level users to perform planning,

development, sustainment, and execution of UTCs for exercises, AEFs, and contingencies. LOGMOD

provides1,513 logistics planners at Air Force, Air Force Reserve, and Air National Guard levels a web-

based application for deployment deliberate planning and crisis action execution. LOGMOD is crucial

for logistics planners and UDMs to plan for worldwide deployment of personnel, supplies, and equipment

to meet various exercises, contingencies, and wartime tasking. It provides Air Force logistics planners a

web-based logistics-planning program that receives and maintains cargo and personnel details for UTC

Tasking. It maintains detailed cargo records to include Transportation Tracking Account Number

(TTAN) and Transportation Tracking Number (TTN) information as well as personnel records (levy file

positions and the personnel file used to fill them). It also provides a C2 capability through the LOGMOD

schedule. LOGMOD manages standard Unit Type Codes (UTCs) logistics details and assembles

contingency plan equipment requirements that provide personnel readiness tracking, scheduling, and

monitoring capabilities.

Management of Aerial Ports Operations Course (MAPOC): Prepares selected officers, NCOs and

civilian personnel for management positions. Training includes familiarization with DoD transportation

structure and all aerial port management functions including the management of budget and resources,

training, civilian personnel, lean logistics, acquisition management, data analysis, workforce management

and Air Reserve Component (ARC). The training culminates with a capstone exercise to apply principles

learned throughout the course.

Petroleum Logistics Management Course (PLMC): Provides training for Air Force fuels personnel

(AFSCs 21R and 2F071) in the knowledge and skills needed to perform duties associated with the Fuels

Management Team. Instruction includes all aspects of managing, planning, organizing, directing, and

coordinating fuels operation activities. It is designed to enhance the executive ability of the Fuels

Management Team in the areas of fuel accountability, daily operations, quality control/assurance and

deliberate/contingency planning. In addition, training received provides the skills required to manage a

deployed fuels operation utilizing fuels support equipment (FSE).

SYS106 - Opportunities within a Multi-Generational Workplace: This course is designed to enhance

the interaction of the Acquisition Workforce in the workplace and in teams. It will provide students an

understanding of generational expectations, their potential impact on the changing workplace and tools to

influence generational behavior in a positive manner. We will define the generations including myths and

then delve into generational expectations and preferences in the areas of communication and engagement,

work-life flexibility, continual development, leadership of and by various generations.

SYS108 - Teaming Environment for Acquisition Managers: This course is designed to provide

participants with a forum for awareness, understanding, and promotion of effective interaction between

members of an Integrated Product Teams (IPTs). The course focuses on self-awareness, attitudes, and

behaviors that create conflict and provide skills for managing and resolving conflict positively. The topics

and exercises in this course are designed to enhance cooperation through proven conflict resolution

approaches, group dynamics, dealing with difficult people, communication skills, and team building for

group unity.

SYS279 - Logistics Assessment (LA): This course is comprised of seven lessons. The first six lessons

cover an introduction to the LA philosophy and policy; an overview of general assessor skills; how to

prepare for an LA; how to conduct an LA; how to utilize the results of LA assessments to recommend

deficiency corrections; and how to conduct Post IOC LA assessments. To provide hands-on application,

students will conduct a simulated LA of an actual fighter program using cases and real-world data in the

capstone seventh lesson.

SYS281 - Air Force Acquisition and Sustainment Course: This course provides a general overview of

the latest in acquisition and sustainment policy, processes, management tools, and reform initiatives. The

course delivers critical knowledge of current acquisition and sustainment hot topics, and is laced with real

world examples, actual program results, and topical videos. The three core processes of AF acquisition

are reviewed, as well as the primary strategic roadmaps driving weapon system sustainment. The

foundational processes of test, systems engineering, risk management and evolutionary acquisition are

emphasized as well unique acquisition peculiarities associated with space, cyberspace, services and

defense business systems are also covered. The sustainment arena is reviewed from the retail, wholesale,

and combat perspectives, to include an overview of depot operations. Core process changes associated

with sustainment are discussed, to include supply chain management, high velocity maintenance,

condition based maintenance, and predictive maintenance. A wealth of acquisition references, websites,

guidebooks, and management tools are also provided. A must course for all involved with Air Force

acquisition and support.

SYS400 - Current Topics in Acquisition and Support: This course is an outstanding opportunity to

learn or refresh on issues and initiatives impacting experienced acquisition and support professionals.

Topics may vary somewhat from class to class, in part to reflect the most recent changes, but also to

accommodate the schedules of expert guest speakers. The course enables students to listen to and engage

with the experts there is generally a different speaker or facilitator for each topic presented. Students also

learn by reading a recent journal article and analyzing it with a small group of other students. The course

is a great opportunity for students to learn from one another, as they gather together from different

functions, jobs, bases, and backgrounds to share knowledge and experience during roundtable

discussions. Students thus benefit from exposure to the wide range of current topics in the acquisition and

support arenas, helping to assess the impacts to their roles and responsibilities as managers.

WKSP0647 - Life Cycle Logistics for Non-Logisticians: The LCL Workshop provides a general

overview of the latest in product support policy, processes, management tools, and reform initiatives. The

course delivers critical information on life cycle logistics management and is laced with real world

examples, actual program results, and topical videos. Environmental factors and policy shaping product

support management are covered, to include the four primary strategic roadmaps driving weapon system

sustainment. Product support is reviewed from the retail, wholesale, requirements, joint, DoD and combat

perspectives, to include logistic management in each phase of the lifecycle.

War Reserve Material (WRM) Web Based Training: The course is found on the ADLS AFCEC

Gateway and is designed for current users of Air Force War Reserve Materiel courseware, service

personnel, AD, ANG or AFRC appointed as a WRMOs. The course is a one-time requirement and

should be taken prior to assuming duties as the Wing/Base WRMO. The estimated time to complete this

course is 8 hours.

Follow-on MAJCOM/Unit Courses: Numerous LROs operate within the joint environment. Joint

training is a key item to ensure a LRO is ready to support joint operational mission requirements and

exercises around the world. This portion of the CFETP provides the road map and is a crucial link in

order to enhance joint knowledge while in a joint requirement. This portion of the training plan provides

generic and technical joint training to further develop a LROs area of expertise.

Go to the Joint Knowledge Online (JKO) website,

https://jkodirect.jten.mil/Atlas2/faces/page/login/Login.seam?cid=36779, for a complete listing of

distance learning courses available for joint training and to enroll.

Air Force Institute of Technology (AFIT) Courses: AFIT is the Air Force’s premier institution of

professional and graduate education in acquisition, logistics, engineering, and management. Go to

http://www.afit.edu/ls/courselist.cfm for more information.

Defense Acquisition University (DAU): DAU coordinates the acquisition education and training

programs to meet the training requirements of approximately 132,000 DoD Acquisition, Technology and

Logistics (AT&L) workforce personnel. As the DoD corporate university for acquisition education, the

DAU sponsors curriculum and instructor training to provide a full range of basic, intermediate, advanced,

and assignment-specific courses to support the career goals and professional development of the AT&L

Workforce. Information and course descriptions can be found at http://www.dau.mil/.

Defense Threat Reduction Agency (DTRA). DTRA courses can be found at the following link:

www.dtra.mil/oe/cs/programs/training/dnws/registration.cfm.

Attachment 3

TERMS EXPLAINED

Air Force Career Field Manager. AFCFM. AF focal point for the designated career field within a

functional community. Serves as the primary advocate for the career field, addressing issues and

coordinating functional concerns across various staffs. Responsible for the career field policy and

guidance. Must be appointed by the CFM and hold the grade of Colonel/GS-15 (or equivalent) for officer

and DAF civilian specialties, and the grade of Chief Master Sergeant for enlisted Airmen.

Air Force Institute of Technology. AFIT. AFIT offers Masters Degrees in Logistics Management,

Acquisition Logistics, Logistics and Supply Chain Management. Ph.D. programs are also available.

AFIT School of Systems and Logistics (AFIT/LS) also provides professional continuing education

courses (PCE).

Air Force Petroleum Agency. AFPA. The Center of Excellence for all POL-related operations and

initiatives. They mitigate and analyze worldwide operational incidents & issues, and provide expert

solutions to identified trends. They are the service control point (SCP) for all Defense Logistics Agency

(DLA) managed programs including Military Construction (MILCON), Sustainment, Restoration, and

Modernization (SRM), and transaction accounting procedures. They provide the warfighter and space

launch activities with technical support and specialized capabilities for petroleum, propellants,

cryogenics, alternative fuels, chemicals and gases supporting all aerospace vehicles, systems and

equipment.

Acquisition Professional Development Program. APDP. Established to ensure career development

within designated acquisition and logistics career fields.

Air Reserve Component. ARC. Used when referencing both the Air Force Reserve and Air National

Guard components of the Air Force.

Advanced Study of Air Mobility. ASAM. The IDE program is designed to provide a highly select

group of officers with the tools and education to develop future mobility leaders. The 13-month course of

study in Global Reach concepts, and graduates earn an Air Force Institute of Technology accredited

Master of Science in Logistics degree. Prospective candidates for the course go through a highly

competitive Central Designation Board process before being selected as students in the program, and the

curriculum is comprised of four additional components including Expeditionary Center courses, Air

Command and Staff College courses, a Graduate Research Project, and site visits.

Base Level Broadening Program. BLBP. A premier developmental program where officers are

competitively selected and developed at the base/unit-level to cross-flow into another Logistics AFSC for

a period of 18 months. Officers selected for this program gain valuable tactical knowledge and experience

in their logistics counterpart core competencies ranging across Logistics Readiness, Aircraft Maintenance

and Munitions. Selectees will PCS/PCA to their broadening squadron and attend a corresponding Initial

Skills Training Course.

Contractor Logistics Support. CLS. Contractor support includes the cost of contractor labor,

materials, and overhead incurred in providing all or part of the logistics support to a weapon system,

subsystem, or associated support equipment. Contract maintenance is performed by commercial

organizations using contractor personnel, material, equipment, and facilities or government-furnished

material, equipment, and facilities. Contractor support may be dedicated to one or multiple levels of

maintenance and may take the form of Interim Contractor Support (ICS), where the services are provided

temporarily (usually in the initial phases of a system's operation), or Contractor Logistics Support (CLS),

where the support extends over the operational life of the system. Other contractor support may be

purchased for engineering and technical services.

Course Training Standard. CTS. A specialized document that identifies the tasks and/or knowledge

requirements and level of competency provided within a specific course of training. The document serves

as a contract between AETC and its customers. It standardizes and controls the quality of officer training.

Contingency Response Wing. CRW. The CRW is responsible for training and rapidly deploying

personnel to quickly open airfields in remote locations and extend Air Mobility Command's ability to

deploy people and equipment around the globe.

Most of the operations can be classified by three types,

Joint Task Force - Port Opening (JTF-PO), where USAF and US Army units create distribution chains,

Expeditionary Air Mobility Support, (EAMS) where CRW personnel augment existing forces for the

mission, and Initial Airbase Opening (IAO).

Depot & Arsenal Executive Leadership Program. DAELP. DAELP is an executive development

program serving the commanders and senior civilian leaders of the Nation’s Depot and Arsenal facilities,

focused at the O-6 and civilian-equivalent career level (O-5 by exception). DAELP is administered at the

University of North Carolina at Chapel Hill (UNC) by the Institute for Defense and Business (IDB) and

delivered in partnership with the UNC Kenan-Flagler Business School.

Developmental Assignment. DA. A deliberate approach to gaining varied "hands on" experience to

help prepare for senior leadership positions by focusing on specific competency to be strengthened

through each assignment.

Defense Acquisition University. DAU. Provides mandatory, assignment-specific, and continuing

education courses for military and civilian acquisition personnel within the Department of Defense.

Developmental Education. DE. Critical component of the force development construct and represents a

large investment in the continuum of our Airmen's growth. DE is a deliberate process for developing our

future leaders through traditional military education, advanced academic degrees or experiential

assignments with industry or academic institutions.

Develop and Manage the Force. DMTF. A purposeful education and focused training roadmap that

supports career path progression across key logistics mission sets to include deployment and distribution,

supply chain, repair network management, life cycle logistics, and joint logistics. The training roadmap

includes courses that are available to all logistics officers at the appropriate time in their career.

Development Team. DT. Development Teams are deliberate force steering groups that vector personnel

for assignments, educational opportunities and special programs to deliberately develop the logistics

workforce

Education with Industry. EWI. This program sends 21X officers on a 10 month career broadening

PCS tour with a selected company (FEDEX, EXXON, UPS, etc.) to learn leading-edge technology and

management processes. Through EWI, officers develop an understanding of a particular industry, and are

better able to interpret Air Force needs in industry terms.

Intermediate Developmental Education. IDE. Specific educational opportunities including (but not

limited to) Air Command and Staff College, US Army Command and General Staff College, College of

Naval Command and Staff, Marine Corps Command and Staff College, USAF Academy AOC Master’s

Program, Air Force Institute of Technology and other identified advanced academic degree programs.

Integrated Logistics Support. ILS. ILS is the disciplined and unified management of the technical

logistic disciplines that plan and develop Logistics Support Requirements for military forces and will

ensure system product quality in terms of Reliability, Availability, Maintainability, and Testability

(RAMT).

Logistics Career Broadening Program. LCBP. LCBP is a premier developmental program where

officers are competitively selected and developed as materiel officers and future leaders. Officers selected

for this program gain valuable knowledge and experience in managing the acquisition and sustainment

aspects of the Air Force Logistics system through rotational assignments in various functional areas of the

Air Logistics Complex (ALC) or the Defense Logistics Agency (DLA).

Life Cycle Logistics. LCL. Is the ability to plan, develop, implement, and manage comprehensive,

affordable, and effective systems support strategies. Encompasses the entire system’s life cycle including

acquisition (design, develop, test, produce and deploy), sustainment (operations and support), and

disposal.

Operation Contract Support. OCS. Provides the Combatant Commander (CCDR) the tools and

processes to manage the variety of services that may be required, such as base operational support,

transportation, and security. Within OCS are contract support integration and contractor management.

Professional Military Education. PME. AF provides professional military education at Air University

with Basic Developmental Education (BDE), Intermediate Developmental Education (IDE), and Senior

Developmental Education (SDE). Basic is Squadron Officer School (SOS), Intermediate is Air Command

and Staff College (ACSC), and Senior is Air War College (AWC). Typically Captains take SOS, Majors

attend ACSC or equivalent, and Lt Colonels or Colonels take Air War College or equivalent. All officers

are expected to complete their appropriate PME commensurate with their rank either by correspondence,

or, if selected, in residence at Maxwell Air Force Base. Both in-residence Air Command and Staff

College and Air War College are regionally accredited Masters programs (M.A.) and take slightly less

than 1 year to complete.

Senior Developmental Education. SDE. Specific educational opportunities to include (but not limited

to) Air War College, National War College, Dwight D. Eisenhower School for National Security and

Resource Strategy, Army War College, and Naval War College.

Squadron Officer School. SOS. Professional Military Education course for U.S. Air Force Captains. It

fulfills the U.S. Air Force's requirement for Basic Developmental Education (BDE).

Supply Chain Management Group. SCMG. Material Management Group under the 448th Supply

Chain Management Wing. Management oversight of Supply Chain Management Squadrons. Provides

leadership over item managers and contract specialists, who collect weapon system spares requirements

and ensure availability at the source of supply.

Supply Chain Management Squadron. SCMS. Squadron under the 448th Supply Chain Management

Wing. Typically, the squadron focuses on specific commodities or weapon systems, but consists of item

managers and contract specialists, who collect weapon system spares requirements and ensure availability

at the source of supply.

Supply Chain Management Wing. SCMW. The 448th Supply Chain Management Wing,

headquartered at Tinker AFB, Oklahoma, it is comprised of over 2,900 civilian, military and contractor

personnel across Tinker AFB, Oklahoma, Hill AFB, Utah, and Robins AFB, Georgia. As part of the Air

Force Sustainment Center, the 448th SCMW is responsible for putting parts on the shelf to sustain AF

weapon systems and major equipment. The 448th SCMW provides Supply Chain Management life cycle

support to include enterprise demand/supply plans, developing/implementing sourcing strategies,

executing the supply plan, and design engineering authority cognizant to customer requirements for

assigned engines, aircraft, space, and missile commodities. 448th SCMW supply chain professionals are

tasked with posturing over $40B in assets within our supply system to meet aging aircraft needs, years

prior to its actual execution.

Supply Chain Operations Group. SCOG. Two Groups under the 635th Supply Chain Operations

Wing. The 635th Supply Chain Operations Group at Scott AFB is responsible for strategic and tactical

airlift, rotary-wing, special mission and tanker aircraft, systems support, and GSD working capital funds

has three squadrons located at Scott AFB: the 435th Supply Chain Operations Squadron, which also has

an operating location at Hill AFB and Wright Patterson AFB, the 436th Supply Chain Operations

Squadron, and the 437th Supply Chain Operations Squadron. The 735th Supply Chain Operations Group

at JB Langley-Eustis, Virginia, is responsible for fighter, bomber and special mission aircraft, non-

airborne weapon system support, vehicle fleet management, and equipment management and has three

squadrons: the 438th Supply Chain Operations Squadron, the 439th Supply Chain Operations Squadron

and the 440th Supply Chain Operations Squadron.

Supply Chain Operations Squadron. SCOS. Squadron under the 635th Supply Chain Operations

Wing.

Supply Chain Operations Wing. SCOW. The 635th Supply Chain Operations Wing is the first

responder to the Air Force Supply Chain. It is responsible for conducting time-critical operational spares

execution and supply chain command and control for warfighters around the globe. The wing is located

at twelve direct operating locations and provides 24/7 supply chain command and control for warfighters

around the globe. It is composed of three groups, the 635th SCOG, the 735th SCOG, and 635 MMG as

well as the Air Force Petroleum office. In total, the 635th SCOW manages supply chain operations for

more than 4,100 aircraft, 73,000 vehicles, 1M pieces of equipment, AF petroleum, oils, and lubricants and

is responsible for transactional control and tracking of all Nuclear Weapons Related Materiel. This is

done through the NWRM Transaction Control Cell. The 635th SCOW also has operational control over

the NWRM Storage Facility at Hill AFB, Utah.

Total Active Federal Commissioned Service. TAFCS. All periods of active duty commissioned

service.

Total Force Integration. TFI. Active, Guard, and Reserve (ARC) components integrated into like

units.

Training Business Area. TBA. Web application that provides supervisors access to virtual training

products, such as CFETPs, Air Force job qualification standards, as well as master and individualized

training plans.

Time on Station. TOS. An Airmen’s current base residency. TOS is computed on a month-to-month

basis by adding the required period to the month and year of date arrived station.

Total Force. TF. The collective components (active, reserve, guard, and civilian elements) of the United

States Air Force.

USAF Expeditionary Center. EC. The USAF Expeditionary Center is the Air Force’s Center of

Excellence responsible for expeditionary innovation, education, training, and exercises. The center

delivers innovative expeditionary combat support concepts and capabilities and prepares leaders and

forces to effectively accomplish air mobility, Air Force, Joint, and coalition missions. The center’s

schools, directorates, and detachments work together to achieve one major goal – keeping Air Force

forces ready, at a moment’s notice, to deploy anywhere in the world.

Utilization and Training Workshop. U&TW. A forum led by the AFCFM and AETC/DOOM.,

MAJCOM Air Force Specialty Code (AFSC) functional managers/IMSC, Subject Matter Experts

(SMEs), and AETC training personnel participating in establishing career field education and training

requirements.

Attachment 4

21R SPECIALIZATION TRACK

PURPOSE AND BACKGROUND

The objective of the 21R Specialization Track is to provide a framework for the Logistics Readiness

Officer (LRO) in managing talent. Using the logistics core competencies, the strategic plan will develop,

manage, and enable and retain the necessary skills to support the ever changing logistics environment.

The LRO competencies of Supply, and Deployment/Distribution and Transportation, originate from the

Logistics Human Capital Strategy (LHCS). This strategic plan uses the competencies to highlight

requisite experience for the LRO community to be aligned with the LHCS vision.

STRATEGIC COMPONENTS

The goal of this plan is to balance the requirement for senior leaders with a broad logistics knowledge,

and to retain leaders with depth in single proficiencies.

RECOMMENDATIONS

Upon entry into the LRO career field, each officer will become intimately familiar with the CFETP, to

include all its attachments. The developmental tools provided in this plan are meant to be used in

conjunction with the CFETP to plan, manage, and control training and career planning. This

specialization track is to be a purposeful and focused career roadmap that supports career path

progression across the key logistics competencies. The roadmap aims to provide additional context in the

different career paths available. This knowledge will enable each LRO to research and identify the

functional expertise required by the Air Force to generate senior logisticians who can perform at the

operational level of war.

DEVELOPMENTAL TOOLS

Individual career paths cannot be concretely defined by a working document; however, individual career

progression can be facilitated by creating functional plans as a tracking mechanism to locate specific

functional expertise. This will allow officers to tailor their development to individual career goals,

ultimately enabling the Air Force to prepare officers to meet future logistics requirements.

The following visual roadmaps and AFPC-approved Assignment Paths depict suggested career

progression for each proficiency and assignment planning. In addition to the complete list of all courses

available to LROs in attachment two, each roadmap also includes suggested assignments to facilitate the

development of the proficiency.

Supply

Vehicle Management

Fuels

Deployment, Distribution and Transportation (DDT)

Transportation (Ground or Air)

Logistics Plans

ADDITIONAL INFORMATION

Ribbon Charts

The Ribbon Chart is a visual tool allowing officers to take a proactive approach to managing their career.

It summarizes a personalized plan that includes a chronological view of information such as assignment

preferences, promotion eligibility windows, developmental milestones and other critical information

allowing individuals to piece together their desired career plans in accordance with functional plans and

the AFPC Assignment Path developmental tools. The Ribbon Chart presents one’s career progression in a

logical, meaningful way to facilitate mentorship and increase awareness of all the opportunities afforded

at each level of their career.

The Ribbon Chart should capture preferred and recommended opportunities include professional and

personal circumstances, events and conditions to help create a cohesive plan outlining specific intentions

for development and provides a helpful visual during mentoring.