Secretary of the Air Force – Acquisition (SAF/AQ)
MBC integrated existing SAF/AQ architecture artifacts into a single, common, and authoritative model using the commercial reference models, Design-Chain Operations Reference (DCOR) and Supply-Chain Operations Reference (SCOR), to achieve an Enterprise Architecture that is Department of Defense Business Enterprise Architecture (DoD BEA) compliant. This included establishing the architecture integration plan across the six dimensions of an Enterprise Architecture and working with the existing architecture artifact teams to logically and physically integrate the models. MBC also leveraged its deep knowledge of the Logistics Enterprise Architecture (LogEA) to further refine the integration requirements beyond the acquisition domain.
Expeditionary Combat Support System (ECSS) Program Management Office (PMO)
MBC led the development of the ECSS Operational, System, and Technical Architectures and provided logistics and enterprise resource planning (ERP) subject matter expertise in the development of architecture artifacts. These were used to satisfy internal program requirements, Air Force Enterprise Architecture requirements, and Office of the Secretary of Defense Business Management Modernization Program (OSD BMMP) architecture requirements. MBC also provided expertise to leverage architecture artifacts to develop acquisition artifacts. These included the Alternative System Review (ASR), Cost Analysis Requirements Description (CARD), Program Office Estimate (POE), and Component Cost Analysis (CCA) in pursuit of the Milestone approvals. MBC was also instrumental in the development of request for quotes (RFQ) for the ECSS commercial-off-the-shelf (COTS) product suite and the ECSS Systems Integrator.
Air Force Global Logistics Support Center (AFGLSC)
MBC provided expert advice, assistance, and guidance in support of the Air Force implementation of the AFGLSC. The center operates as the hub for supply chain management, networking logistics experts from around the Air Force to link wholesale and retail logistics and to integrate and oversee all logistic processes, technology and resources. MBC’s scope included: guidance, integration, issue resolution, analyses and reporting to support Headquarters, Air Force, in meeting its responsibilities for standing up the AFGLSC. Specific efforts included developing milestones and a corresponding plan of action, providing a thorough definition of the overall future state vision and strategy for the AFGLSC (through a Concept of Operations), comprehensive, thorough, and accurate data collection, and timely and effective facilitation of integrated process team (IPT) workshops.
Air Force Logistics Transformation Office (LTO)
MBC is responsible for change management and determining functional logistics requirements for the Air Force. MBC provides expert advice, assistance, and guidance in support of the Air Force business improvement effort. The scope includes: guidance, integration, risk management, issue resolution, communication studies, analyses and reporting to support the LTO in meeting its responsibilities and objectives related to the implementation of the LogEA and eLog21 Campaign Plan visions, and Logistics Financials with particular emphasis on implementation of the Expeditionary Combat Support System (ECSS) System.
PEO Submarines Undersea Weapons Program Office (PMS404) Program Management Strategy Support Service
On a daily basis, the Program Executive Office for Submarines Undersea Weapons Program Office (PMS404) requests a wide range of acquisition project management support services from MBC in the areas of budget formulation, justification, and defense across multiple acquisition programs in various lifecycle stages to external Department of Defense and Congressional agencies. Addition support covers accounting, financial, and contractual records reconciliation. Through project management, cost estimating, independent business case analysis, business process improvement and reengineering efforts, and contract reconciliation, our team provides PMS404 innovative solutions and strategic support for Torpedo program improvements to reduce overall costs and ensure program success.
Additionally, we are providing financial and policy management, balanced scorecard, and program-level guidance to the client’s Foreign Military Sales (FMS) and Armament Cooperative programs, helping the client effectively coordinate both the financial and materiel aspects of the sales of U.S. weapons technology to allied nations. Supporting the torpedo program office for the last 35 years, our team has developed an integrated program management approach and a strategic framework for developing cost effective solutions regarding weapon system project and cost management and “cradle-to-grave” FMS Case Management. Effective use of enterprise solutions, cost benefit analysis, and performance measurement systems, has provided PMS404 the advantage of capturing best practices and efficiencies across their organization to meet torpedo program requirements.
