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RCAF Logistics
Col R.J. Spencer
A4 Logistics
1 Canadian Air Division
June 2015
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Contents
 1 Canadian Air Division (1 CAD)
Mission, Vision and Priorities
 Statistics
 Distribution
 Training and Career Cycles
 Expeditionary Ops
 Challenges
 Initiatives
 Questions
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1 CAD Mission,
Vision and
Priorities
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1 CAD Mission
 MISSION. 1 CAD generates and
employs the full spectrum of CAF
integrated air power, in support of
Government of Canada (GoC) interests
at home and abroad.
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1 CAD Vision
 Vision: 1 CAD/CANR will maximize and
coordinate the distinct strengths of all RCAF
capabilities, in order to generate and deliver
desired air effects, both at home and abroad.
 1 CAD/CANR will “fly in formation”, where
each capability, as a Centre of Excellence in its
own right, will work with other capabilities for
the single purpose of delivering optimum air
power IAW with our Command Doctrine and
rooted in our ATF concept.
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1 CAD Vision
 We will work hand in hand with our joint and
combined partners. We will foster enduring
excellence in both the air and joint domains,
and be ready to play an increasingly joint
leadership role.
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1 CAD Priorities
 Conduct Operations
 Support to our personnel and their
families
 Force Generation
 Manage New and Existing Capabilities
 Personnel Absorption
 Simulation
 Jointness
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Statistics
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Statistics – Officers
 Primary Sub-Occupations
 Supply
 Transport
 Financial Management
 Human Resources
 Food Services
 Specialty Qualifications
 ATO
 Postal
 Movements
 QM
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Statistics - Officers
 Distribution approved by AMOR
Navy 18%
Air Force 35%
Army 47%
 Current Distribution
Navy 19%
Air Force 33%
Army 48%
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Statistics – NCMs
 Primary Occupations
Supply Technician
Traffic Technician
Mobile Support Equipment Operator
Resource Management System Clerk
Postal Clerk
Cook
 Specialty Qualifications
Loadmaster
Airfield Support SPV MSE
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Statistics - NCMs
 Discrepancies from AMOR approved
levels for RCAF uniform distribution
 Approved by AMOR
 Not always followed by Recruiting or Career
Managers
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Statistics - NCMs
 RMS
Actual
Navy 25% RCAF 25% Army 50%
Navy 18% RCAF 33% Army 49%
 Supply
Actual
Navy 21% RCAF 23% Army 56%
Navy 15% RCAF 23% Army 62%
 Cook
Actual
Navy 30% RCAF 19% Army 51%
Navy 29% RCAF 19% Army 50%
 MSE Op RCAF 35% Army 65%
Actual
RCAF 26% Army 74%
 Tfc Tech RCAF 72% Army 28%
Actual
RCAF 71% Army 29%
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Distribution
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RCAF Distribution - Domestic
•
•
•
11 Wings
18,150 mil and civ pers
300 + aircraft
5 Wing
Goose Bay
9 Wing
Gander
4 Wing
Cold Lake
3 Wing
Bagotville
19 Wing
Comox
17 Wing
Winnipeg
12 Wing
Shearwater
22 Wing
North Bay
1 Wing
Kingston
8 Wing
Trenton
14 Wing
Greenwood
15
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Training and
Career Cycles
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Training and Career Cycles - Officers
 Immediately after graduation posted to
a Wing
 Expected to complete specialty OJT
packages
 Expected rotation between Sections
within Sqn (Sup, Tn, HR, Fin)
 Complete AFOD & CFJOD
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Training and Career Cycles - Officers
 While at Wing during first tour, return to
CFLTC Borden for phase training
 LOCC – Logistics Officer Common Course
 LOCA – Logistics Officer Common Air
 Specialty
 Professional Designations
 Consider after first three assignments
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Training and Career Cycles - Officers
 1st Tour: Lt/Capt (4-6 yrs)
Posted to Wing
Unit/Branch employment
Deploy (MSE)
 2nd Tour: Capt (4-6 yrs)
Posted to L1/L2/L3 HQ (RCAF, Joint)
Sqn/Unit (Fighter, Air Mobility, Tac Avn,
ISR, MH, Tac Avn, 2 Air Mov Sqn, 3,
CSU, 4 CFMCU, etc.)
Deploy (MSE, Sqn/Unit)
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Training and Career Cycles - Officers
 3rd Tour: Maj (3 yrs)
 Posted to Wing, L1/L2/L3 HQ (RCAF, Joint)
 CO Position (RCAF, Joint)
 WCompt, 4 CFMCU, WLEO (small Wing), 2 CAD HQ CO
 JCSP
Deploy (A-Staff, MSE) / OUTCAN
 4th Tour: LCol (3 yrs)
 Posted to L1/L2/L3 HQ (RCAF, Joint, Corporate)
 CO Position (RCAF, Joint)
 WLEO, W Admin O, CO 2 Air Mov Sqn, CO CFSD
 Deploy (A-Staff, Joint) / OUTCAN
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Training and Career Cycles - NCMs
 Little variation from past practice
Uniform assigned at Recruiting Centre
After QL3 training, uniform colour does not
guarantee posting to environment
Normal QL5, QL6, etc. training cycle
between/leading up to promotion
Expectation from Trade Advisors and
Branch that NCMs will rotate between
environments at various rank levels,
regardless of uniform colour
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Training and Career Cycles - NCMs
 Continued cross-environmental
employment has had increasingly
negative impact on RCAF operations
RCAF tasks/positions becoming
increasingly specialized
trade experience in areas of importance
diluted and degraded
corresponding performance reduction within
RCAF environment negatively impacting
RCAF operations
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Training and Career Cycles - NCMs
 Branch, Trade Advisor and Career
Manager approach to training,
development and career management of
trades not meeting RCAF operational
requirements
Traffic Technicians/Loadmasters
MSE Ops
 RCAF investment of training time and
training dollars being wasted
No correlation between training delivered within
RCAF (i.e. Loadmaster, SNIC Ops) and
employment in other environments)
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Training and Career Cycles - NCMs
 Issue has attention of incoming Comd
RCAF
Perception that Branch is unresponsive to
RCAF operational requirements (i.e.
Loadmaster)
Desire to instigate RCAF command and
operator driven change
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Expeditionary
Operations
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Expeditionary Ops - Domestic
Comd 1 CAD
HQ Staff
Centralized Control
CAOC
WComd
Flying
Sqns
CO’s
WOpsO
WLEO
WTEMEO
Decentralized Execution
WReplenO
WTISO
WCEO
WAdmO
WCompt
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Expeditionary Ops - Domestic
INUVIK
MOBs/DOBs/FOLs
YELLOWKNIFE
COMOX
RANKIN INLET
COLD LAKE
WINNIPEG
IQALUIT
GOOSE BAY
BAGOTVILLE
GREENWOOD
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Expeditionary Ops –
Air Expeditionary Wing (AEW)
 20 Jul 2007 - MND announced
creation of 2 Wing, a trained and
AEW in Bagotville with up to 550
pers
Tactical
Level
ACC/ACCE
Operational
Level
Expeditionary Ops –
Air Task Force (ATF)
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AEW
Comd

Command Element (Comd Elm)

Air Detachment(s) (Air Dets)

Operations Support Element
(OSE)

Mission Support Element (MSE)
Air Det
OSE
MSE
Air Logistics
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Expeditionary Ops - ATF Capabilities
Air Logistics
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Expeditionary Ops –
ATF High Readiness (HR)
AEW
Comd
Air Det
OSE
MSE
Air Det
OSE
MSE
Air Logistics
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Expeditionary Ops - MSE
MSE Comd
(D/Camp CO)
LCol/Maj
(99 Pers)
MSE HQ/Ops
Log OIC
Capt
Replenishment
Fuel Mgt
Flt Fin O
Capt
CE OIC
Capt
Eqpt Mgt
CE WO
CIS OIC
Capt
Radio/Tel Svcs
Mechanical
Electrical
Distribution
EGS
Plumbing &
Heating
WFE
Construction
Fire
99 All Ranks (7, 20, 72)
Scaleable to task
HR/Fin OIC
Capt
Comms WO
Adm/OR
Network Sp
Information
Protection
& HQ Svcs
Cashier
Welfare
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Expeditionary Ops – Air Logistics
 Primacy of operations
 Deploy, deploy, deploy
 Major international operations since
2010 with heavy RCAF participation:





Op ATHENA/ASSISTANCE (Afghanistan)
Op HESTIA (Haiti)
Op MOBILE (Libya)
Op REASSURANCE (Romania/Lithuania)
Op IMPACT (Iraq/Syria)
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Expeditionary Ops – Air Logistics
 Readily deployable, mission-focused
air logisticians
 3x ATFs with MSEs generated in 2014
 Op REASSURANCE (with re-location
from Romania to Lithuania)
 Op IMPACT (Kurdish weapon resupply)
 Op IMPACT (Iraq)
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Expeditionary Ops – Air Logistics
 1x ATF with MSE generated in 2015
 Op IMPACT Roto 1 (Iraq/Syria)
 1 more ATFs scheduled for deployment
in 2015
 Op IMPACT Roto 2 (Iraq/Syria)
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Challenges
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Challenges - Contracting
 Apparent surge in Contracting
Irregularities at Sqn/Unit and Wing
levels
Active involvement of Contracting SMEs
lacking in many cases
 Partial payment authorization limits
Confirming orders > Comd 1 CAD’s DOA to
ADM(Mat) to approve
Tactical level relationships between Wings
and local business/industry damaged with
long wait times for resolution
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Challenges – Material Accountability
 Wings must comply with a wide range of
MA&S policies and procedures
Degradation to Material Accountability
capabilities at Wing level
Harvesting of Logistics (Supply) positions
Loss of stocktaking cells
Cyclical stocktaking programs lapsed
Higher operational priorities
Materiel Attestation and CG Compliance
Program requirements and reporting demands
increased
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Challenges – Sqn Log/Admin Os
 Should coord all log aspects of Ex/Op
planning for Sqn/Unit, incl contracting
 Operator/Command cultural change
required
 Number of Contracting Irregularities/Confirming
Orders, SI’s and support issues from recent
Exs/Ops confirms Sqn Log Os/Admin Os NOT
being used properly
 Must bring Sqn Log Os/Sqn Admin Os into
planning and decision making cycle; incorporate
into recces and TO&Es
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Challenges – 12 Wing SLA
 1996 Service Level Agreement (SLA)
between 12 Wing and Formation Halifax
undermined over time
 imposed personnel and financial resource
reductions at CFB Halifax
 12 Wing declining ability to efficiently
force generate
 imminent converging pressures of CH124 disposal
and the launch of the CH148
 Renewal of the SLA as a top priority for
both the RCAF and the RCN.
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Challenges – FG Air Logistics
Officer Capability
 Insufficient FG RCAF Log Officers
(quality/quantity) to sustain RCAF
operations/commitments long term





Insufficient and decreasing trend of RCAF Majors
Log capability deficiencies at Wings (leadership vacancies)
LCol demographic challenge
Lack of promotions for RCAF Majors & LCols
Shortage of Wing Log leadership hindering mentoring &
development of junior officers
 Lack of junior officer positions / entry level positions
 Cultural challenges (e.g. posting avoidance / Comd
avoidance)
 Deleterious effects to RCAF Succession Planning
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Challenges – FG Air Logistics
Officer Capability
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Challenges – FG Air Logistics
Officer Capability
 Other contributing factors:





Deficiencies of singular Joint Logistics Merit Boards
RCAF geographical dispersion / isolated locations
RCAF PER Methodology & Application
CC3 Logistics Structure (lack of junior officer positions)
Succession Planning / Cultural challenges
 Future prognosis
 Demographics indicate situation will continue to
deteriorate
 Current structure of Joint Logistics Merit Boards will
continue to degrade RCAF Log capacity
 Reinvestment in RCAF logistics capability required
Challenges – FG Air Logistics
NCM Capability
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Supply Tech Promotions
MWO
2010
CC1
Navy
Army
RCAF
3
0
0
WO
CC3
0
7
0
Other
0
1
1
Navy
Army
RCAF
0
6
1
CC3
0
16
4
Other
0
2
1
2
12
1
3
2
1
9
0
0
CC3
Navy
Army
RCAF
1
32
3
Other
0
3
3
Navy
Army
RCAF
1
17
0
Other
0
0
2
7
1
2
1
7
2
CC3
Navy
Army
RCAF
0
20
5
Other
0
1
2
3
0
0
1
16
3
CC3
Navy
Army
RCAF
4
41
7
Other
0
4
6
Navy
Army
RCAF
2
5
2
CC2
4
0
2
Other
0
0
0
2
2
1
CC3
0
13
2
Other
0
1
2
0
8
2
2012
CC1
7
19
8
CC3
2012
Sgt
CC2
CC2
CC1
2011
8
2
1
2012
CC1
WO
CC2
CC1
6
16
7
CC3
2011
Sgt
CC2
MWO
CC2
CC1
2010
CC1
Navy
Army
RCAF
WO
CC2
5
0
0
Sgt
2011
CC1
2010
CC1
Navy
Army
RCAF
MWO
CC2
CC2
7
1
3
CC3
4
32
0
Other
0
5
4
3
15
1
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Challenges – FG Air Logistics
NCM Capability
 Potential COAs
 Active involvement by W Comds/COs to acknowledge this
situation and readily accept waivers to right dress some PERs
for the “purple” trades.
 Running separate formation level boards for “purple” trades.
 Status quo
 Potential Outcomes
 Increase the number of CC3 Log trade promotions
 Remove the competition with hard RCAF trades only
employed within the RCAF
 Continue to see the other CCs promote at a much higher rate,
with subsequent operational and career impacts
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Initiatives
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Initiatives
 Revitalized RCAF
 New aircraft in service




CC177 Globemaster III (5th CC177)
CC130J Hercules
CH147F Chinook
CH-149 Cormorant
 New aircraft arriving
 CH-148 Cyclone
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Initiatives - Contracting
 RCAF Contracting Cell approved by
Comd on 31 Mar 15
 Pan-RCAF study on wing-level
contracting SME (standardization)
 Awareness Sessions / Contract WGs at
Wing (WCompt and W Repl O)
 Aide-memoire on contracting at Sqn
level (Operator focussed)
 Increase in Procurement Initiation
Authority
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Initiatives – Material Accountability
 Wings mandated to complete cyclical
stocktaking IAW TB policy
Cyclical stocktaking program had lapsed
NSI being used to augment Wing efforts
 Re-establishment of Wing Stocktaking
Cells
RCAF Materiel Accountability Action Plan
(MAAP) mandates the reestablishment of
standardized stocktaking cells at the Wing
level.
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Initiatives – Sqn Log/Admin Os
 Introduction of:
Standardized nomenclature (Sqn Log O)
Still staffed by primarily Sup, Tn and HR
officers
Standardized TORs
Standardized training
Introduction of deliberate, mandatory
Contracting, Operational Procurement Finance
and QM courses
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Initiatives – Aircraft Spares
 Advanced Spares Optimization Initiative
(ASOI)
Intro of revised Unsat HPR form
Reintroduction of HPR clerks
Standardization of HPR procedures
 Consolidation of CC115 Buffalo and
CC138 Twin Otter spares
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Initiatives – 12 Wing SLA
 Establish Service Level Agreement
(SLA) for 12 Wing
Address 12 Wg Comd concerns WRT lack
of SLA with CFB Halifax and current
support gaps
Conducted on-site “Needs Analysis” with
12 Wg and CFB Halifax staff over 01 -10
Jun period.
Expectation Management
CFB Halifax
12 Wing Shearwater
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Initiatives – SAVs
 SAVs
Two year cyclical program to visit all
Wings
Augmented by issue-focused SAVs
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Initiatives – RCAF Campaign Plan
Air Logistics Officer FG
 Intent: RCAF logistics capability with an
effective and sustainable force structure
composed of professional, knowledgeable and
motivated RCAF logisticians to support the
RCAF mission / operations / commitments
within an employment model that is well
understood by all stakeholders.
 Strategic End-State: Force Generate effective
RCAF Logistics leaders to support RCAF
operations, joint/corporate requirements and
senior institutional leadership roles.
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Initiatives – RCAF Campaign Plan
Air Logistics Officer FG
Ph1:
LOO:
LOO1: Force Structure
LOO2: Career Development
Framework / Employment
Path Model
A1
A2
B1
Ph2:
A3
B2 B3
CofG
Ph3:
Obj 1
B4
Obj 2
LOO3: Succession
Planning
LOO4: Human Capital
Retention
C1
C4 C5
C2
C6
C3
C7 C8 C9
Obj 3
Obj 4
D1
D2
Obj 5
LOO5: Communication
Strategy
End-State
E1
E2
Force
Generate
effective
CREDIBILITY
RCAF
Insufficient
Logistics
RCAF Log
Officers with
leaders to
competencies &
support RCAF
experience to
support Ops &
operations,
institutional
joint/corp
reqts
reqts and Sr
institutional
leadership
roles
E3
Objective 1: Sustainable Force Structure to support RCAF Operations
Objective 2: RCAF LOG Career development/employment path model driven by competencies, leadership and succession
plan
Objective 3: Succession Planning Strategy implemented across RCAF to monitor/mentor RCAF LOG leaders
Objective 4: Motivated and professional RCAF Logistics Officers
Objective 5: Institutional support for RCAF Logistics Officer Force Generation reqts
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Initiatives - RCAF Log
Governance Framework
 RCAF Logistics Senate
Campaign Plan Steering Committee
 RCAF Logistics Council
Core membership for Campaign Plan WG
Note: role of Air Log Co-Advisor to
represent RCAF LOG issues to LOG
Branch
 RCAF Logistics Trade Advisory Group
Focus on NCM logistics occupations
Future engagement on FG of NCM
logistics occupations
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Questions?