���We thank ISOA for recognizing the 55,000+ men and women of 做厙勛圖 for the work that they execute each and every day. We are proud to perform this remarkable work in challenging environments throughout the world with the dignity, grace, and appreciate that such missions require.��� said Ken Fox, VP Operations, while accepting the award.

This award was presented to us in recognition of our efforts in support of global security and COVID efforts around the world:

• Providing advanced O&M support to U.S. Embassies & Consulates at high-threat 12 locations in 7 countries including Ukraine & Russia
• Supporting the Afghanistan withdrawal
  – Working with the Department of State to evacuate more than 1,100 employees, family members, U.S. citizens and third country nationals
  – Closing five different Army Aviation bases in Afghanistan and relocating 4,900+ lines of DOD equipment to Kuwait
• Fulfilling our commitment to our Afghan allies who worked shoulder to shoulder with us by operating Camp Liberty, NJ as part of Afghanistan Refugee / Operation Allies Welcome effort
  – Mobilizing a joint Navy, Air Force, and 做厙勛圖 mass-vaccination effort to contain a measles outbreak among the displaced Afghan population
  – Delivering culturally sensitive dietary and living accommodations
• Supporting the COVID-19 response by expanding the capacity of hospitals / medical center support and then supporting vaccine trials under Operation Warp Speed

Congratulations to the 做厙勛圖 teams who do this work everyday around the world.�� Our clients and 做厙勛圖 succeed because of their selfless and tireless work.

Pictured:

• Top: Ken Fox, VP Operations, accepts the Vanguard award on June 9th, 2022
• Bottom: 做厙勛圖’s Dr. Karl Spinnenwebber, President Mission Readiness, through Liberty Village at Joint Base McGuire-Dix-Lakehurst, NJ where 做厙勛圖 is providing resettlement and processing support to thousands of our Afghan allies(U.S. Air Force photo)

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The battlefield is changing, and it is imperative that we do everything we can to ensure the warfighter is prepared for complex situations. Current training relies on legacy technologies that prohibits a realistic and accurate training for our soldiers. Emerging technology solutions can significantly improve the training experience and better prepare soldiers with clear overmatch capabilities.

做厙勛圖���s solution revolutionizes Army force-on-force training through a modern, edge-compute enabled sensor platform. The Weapons as a Sensor Platform Internet of Things (WaaSP IoT) incorporates devices directly on targeting systems to ensure data is accurate and secure across training, operations, and maintenance. The WaaSP IoT architecture enables selective adoption of new technologies when timing and finances best support the end user. WaaSP IoT also supports accurate and realistic training measurement through our core research-based approach to data collection, evaluation, and feedback. Methodologies can be integrated that help trainees to learn more effectively and perform more consistently. The system is mobile and mounts directly on weapons and can operate in remote environments.

The United States Congress recognized the game-changing significance of this technology. During the 2022 National Defense Authorization Act process, the House of Representatives included Synthetic Training Environment (STE) as an Item of Special Interest. The language highlights the importance of STE in preparing the warfighter for real-world scenarios and improving overall readiness of units. The House expressed interest in seeing the Department of Defense (DoD) pursue STE options and plans to follow DoD���s plans closely.

At 做厙勛圖, we take great pride in working hard to support the warfighter and guarantee readiness. For years, we have been the hallmark for how soldiers maintain overmatch ��� providing a deep understanding of design, testing, developing, and fielding of U.S. Army systems at home and abroad.�� The resulting value to the U.S. Army is a live training solution that advances the future of U.S. Army modernization and lethality which can be delivered at the speed of Army readiness. With a 116-year history of partnership with the U.S. armed forces, 做厙勛圖 is committed to soldier and unit readiness and stands ready to support in all domains, land, air, sea, space, and cyberspace.

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As stated on the Space Force���s website:

���[t]he USSF is a military service that organizes, trains, and equips space forces in order to protect U.S. and allied interests in space and to provide space capabilities to the joint force. USSF responsibilities include developing Guardians, acquiring military space systems, maturing the military doctrine for space power, and organizing space forces to present to our Combatant Commands.���

At this stage, the USSF is laser focused on ensuring it has the right authorities, that it is properly staffed, and that it has the right structure. Another integral piece in setting it up for success is the Alternative Acquisition System Report (ASR), which will inform the Space Force���s acquisition strategy.

The Pentagon included $17.4 billion for the USSF in its recently released 2022 budget request to Congress, a 13 percent increase over the previous year. Rep. Mike Rogers, R-Al, an original champion of the Space Force and the current Ranking Member of the House Armed Services Committee, told Defense News in February that the Space Force ���has very unanimous support in the House Armed Services Committee and overwhelming support in the Senate Armed Services Committee. As long as it���s got congressional support, we���re going to be fine.���

Currently the USSF is comprised of former Air Force personnel and civilians, also known as Space Force Guardians. In his May 27, 2021 testimony before the House Defense Appropriations Subcommittee, Chairman of the Joint Chiefs of Staff Gen. Mark Miley said, ���[o]ngoing actions to fully resource the United States Space Force (USSF) including transfer of the Space Development Agency (SDA) and unit transfers from the Army and Navy, will enhance the USSF���s ability to organize, train, equip and present forces who can compete, deter and if necessary prevail should war initiate in, or extend to space���. Once the transfer of personnel is complete, the USSF will then realize its personnel gaps and work to fill them, likely with contractors. Those who make up the force will hail from a variety of backgrounds with an emphasis on cyber and engineering. While the USSF has an important mission, the goal is for the branch is to remain small and nimble.

As a premier global government partner, 做厙勛圖 stands ready to support the USSF. We have proudly supported more than 100 government and commercial space launches and provide engineering services that span the entire program lifecycle ��� from initial needs analysis, development, and maturation to production, deployment, and sustainment. We are confident that, when called upon, we will help the USSF achieve mission success in the ultimate high ground.

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Technology is advancing at a rapid pace. Whether via iterative and incremental technological advances, or rapid disruptive new technologies, one thing is certain: even the latest technology can become obsolete in a matter of years or months. Changes in technology affect the way the Army fights adversaries and paces the threat.

But in addition to changing the way we fight, technology has also changed the way we buy. The rapid pace at which technology advances has been a driving force in acquisition reform. The Army is transforming from legacy acquisition to a technology driven process that aligns with Agile and iterative product/capability development. A recent example is the Army���s Tactical Network (TN). Project Manager TN has streamlined the process for developing and delivering tactical network capability. As one Capability Set (CS) is fielded (i.e. CS 21), development of the next CS (i.e. CS 23) is underway, and so on.

Additionally, we have seen an increase use in Cooperative Research and Development Agreements (CRADAs), Other Transaction Authorities (OTAs) and Consortia such as the Aviation & Missile Technology Consortium (AMTC), Consortium for Command, Control, and Communications in Cyberspace (C5), DoD Ordnance Technology Consortium (DOTC), Countering Weapons of Mass Destruction (CWMD), Sensors, Communications, and Electronics Consortium (SCEC) and several others.

Eventually all this technology needs to make it into the hands of our Soldiers via the Total Package Fielding (TPF) process. The act of fielding new technology to theaters of operation is prescribed by Army Regulation (AR) 700-142 Chapter 5, Section II and AR 700-127. Our ability to provide smooth and complete fielding to any unit is tied explicitly to our understanding and execution of the fielding process. Even within a prescribed process we can streamline, innovate and be agile. We think of fielding as a value chain. As we examine each step in the process, we can look for ways to economize and encourage agility. The following are some of the ways 做厙勛圖 has added value to the TPF process and addressed common challenges to help deliver capability to the warfighter.

Leverage Worldwide Footprint: Companies that support hundreds of sites across the Contiguous States and the District of Columbia (CONUS) and Outside the Continental United States (OCONUS) can leverage deployed resources such as logisticians and technicians where possible to reduce costs. This helps to align TPF with Army modernization initiatives while increasing staff utilization and lowering the cost of deployment.

Process Management: The key to success in fielding activities is derived from strict adherence to the process. We can break this down into Process-Oriented Tasks and Cost-Driven Tasks. All process-oriented tasks demand understanding of the critical path that creates success. Leveraging workflow management tools can help reduce costs by creating process efficiency. We use these tools to create automated workflows that, as an example, could gain approvals from customers faster or generate an audit to support billing. Cost-driven tasks include travel, inventory, and shipping. For example, one best value approach for a cost-driven task such as mission travel is to phase in personnel at the site based on participation in scheduled activities and travel to the next mission or returned to home station when complete.

Rapid Fielding Initiative (RFI): The RFI was launched in 2002 in response to urgently needed equipment and gear by units in Afghanistan. The RFI helped to ensure that all soldiers were outfitted with the most advanced equipment available. It implemented Lean Six Sigma concepts to minimize duplicative fielding of equipment. Lessons learned from the RFI and Lean Fielding showed significant cost savings and reduced errors during the fielding process. For example, units are often inundated with ���mandatory��� equipment that becomes extraneous and burdensome down the road. Our team leverages lessons learned from the RFI and decades of fielding experience to inject innovation and agility into the fielding process.

Use of Middle Tier of Acquisition (MTA) Rapid Fielding: The MTA path allows for rapid fielding of production quantities of systems that require minimal development within 5 years. Technologies that have mature Technology Readiness Levels (TRL) can be rapidly prototyped and fielded within 5 years of program start. 做厙勛圖 has assisted customers with these types of acquisitions, through SETA support and acquisition support contracts.

Streamline Dependencies: Travel dependencies during fielding can cause delays. We have streamlined the approach to process travel requests and send staff on Temporary Duty Assignments (TDY). This has become increasingly important with COVID-19 concerns.

Analyze the Mission: One of the ways we can add efficiency to the fielding process is to analyze mission locations. Using our worldwide footprint, we have phased fielders in and out rather than keep them in a TDY status for long periods of time. This works well for equipment that doesn���t require long integration. Additionally, when staffing up for a mission, it is beneficial to source and hire talent near where the work will be performed. We take advantage of placing people near the Army���s Field Support Brigade Hub���s, thus reducing travel and other TDY costs. This is especially important since fielding locations are often planned and predictable.

New Equipment Training: NET is performed as a part of the Total Package Fielding process. Successful NET is critical to ensure Army units learn how to leverage new weapons and computer systems. NET Instructors must 1) understand the Soldiers��� mission, 2) understand the equipment/weapon or system, and 3) be able to articulate and contextualize use cases for the equipment. Throughout our corporate history, we have learned that Soldier and unit training is critical to survival on the battlefield. We implement NET tracking tools that automatically create training history and visibility into audit trails. These tools provide innovation in two main ways: 1) they provide transparency for PM Offices and Army stakeholders, allowing them to track TPF and NET objectives, and 2) these tools give units the confidence to know that their soldiers are trained. Paper based attendance rosters are a thing of the past. The right administrative tools allow data to be collected and harvested so unit Commanders have Situational Awareness (SA) of their staff���s equipment competency.

Just as advancing technology drives acquisition innovations, we must look for ways to be innovative and agile throughout the Total Package Fielding process by aligning the deployment of equipment with the way the Army acquires and trains Soldiers ��� making them better, faster, more resilient, at the speed of technology.

做厙勛圖 has several fielding and logistics contracts that support critical Army network equipment, C5ISR platforms and systems, logistics agencies and regional sustainment centers. We provide full lifecycle management, Integrated Logistics Support, and Total Package Fielding.

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Through a well-formulated process, the contractor team conducted multiple working group sessions with stakeholders. Feedback from the resulting requirements analysis and initial application produced an easy-to-use final application that was rolled out to support the customer���s wider-spread deployment of TAK. within the Border Patrol and across the homeland security enterprise.
For additional information please see the DHS S&T article,

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In the State of California, highly experienced fixed-wing pilots and maintenance technicians support complex aerial firefighting operations. Our support of the CAL FIRE Aviation Program is a model public-private partnership that serves an important need for the community. We work statewide to provide air support for ground firefighters battling wildland fires, while protecting the people, property and natural resources of California.

In the air, our fixed wing pilots provide seasonal staffing for all CAL FIRE air tactical and air tanker aircraft. Deployed at twelve locations across the state, our pilots respond to wildland fires as part of a ground / air assault with the goal of keeping 95 percent of all starts less than 10 acres in size. Our cadre of pilots averages more than 15 years of experience in aerial firefighting. In conjunction with the customer, we have developed a 12 to 18 month ���train your own��� training program for new air tanker pilots.

On the ground, our team brings maintenance experience unmatched in the aerial firefighting industry. We employ FAA-certified airplane and helicopter maintenance technicians specializing in structural repair and modification, electrical troubleshooting, system installation, and aircraft painting, as well as line, intermediate and depot-level maintenance. The team also provides data entry, CAD drafting and ground support equipment personnel.

DynCorp International���s CAL FIRE program was awarded the prestigious FAA Diamond Award of Excellence in January of 2012 and 2013.

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The increasing complexities of a connected world and persistent federal budgetary pressures call for innovation and a different way of managing complex processes and operations. Processes that involve end-to-end supply chains and inventory control are no exception to that.

To complement our Supply Chain Management (SCM) solutions and provide increased value and efficiencies to our customers, we have also applied our Advanced Process Automation capability to this domain. This in turn changes the paradigm of process automation from being a back-office innovation to a mission-oriented one.

做厙勛圖���s Advanced Process Automation capability provides a proven approach to create efficiencies and generate capacity via use of Robotic Process Automation (RPA)/Intelligent Automation technology and a Center of Excellence. We believe the most effective automation solutions are those that complement existing domain expertise, helping streamline and optimize routine business tasks. We seek to apply this capability to strengthen our customers��� missions by enhancing the customer experience and improving compliance, standardization, and auditing.

The Defense Logistics Agency (DLA) was recently highlighted in the ���State of Federal RPA��� report as one of five federal agencies rated at ���Level 4��� RPA maturity (highest is Level 5, with no agencies at that maturity yet). The DLA RPA program has deployed at least 96 automations at the end of FY20. These automations have contributed over 200,000 hours of annualized capacity. It is important to note the DLA tracks hours contributed rather than hours saved, as the employees that previously did the work are still part of the DLA workforce and are redeployed to focus on more complex work. The automations provide benefits across each of DLA���s five major subordinate commands and seven supply chains.

Other Federal agencies are likewise investing significant resources into RPA solutions, including the U.S. Department of Agriculture, the General Services Administration, the National Aeronautics and Space Administration, and the U.S. Department of the Treasury. In each instance, many labor hours are being saved, and staff are able to increase focus on value-added activities.

做厙勛圖���s initiative reflects similar goals. We seek to reduce manual activities where automated processes would reduce or eliminate error-prone, structured processes allowing staff to be freed up for high-value tasks such as process improvements, analysis and decision making. In the context of SCM solutions, this helps us to exceed key metrics, accomplish better vendor management and approval, and improve quality measurements.

For example, 做厙勛圖���s technology office in collaboration with our procurement department, designed and deployed a bot using this capability, powered by our vendor partner UiPath, a leader in Intelligent Automation. The bot automated many repetitive manual steps for supply chain-related web searches. The bot captured results and screenshots, compiled all information into a single report, and stored all artifacts. It interfaced with procurement���s intranet site for request intake, report uploads and user notifications. It implemented a queuing mechanism, error handling and adjustments to manage the variability in responses and delays from external websites. The solution created value by allowing staff to focus on decision making, introduced process standardization, and improved auditing. Staff managing both subcontractors and vendors were given access to the storage, which acted as a central information repository and helped reduce redundancies.

Additional areas where SCM solutions benefit from automation range from inventory tracking, proactive scheduling of work orders, invoice processing, price/vendor lookups and comparisons, and routing between delivery partners.

Here are a few insights, based on the work we���ve done:
��� Re-skilling and training should not be an afterthought. Advances in process automation provide our stakeholders with the ability to have staff re-skilled so that they can focus on other aspects of the business. This needs to be baked into the overall automation planning and development. Once developed, the bots act as digital workers or helpers, which means stakeholders need to be trained on what to expect and how best to use the bots.
��� Think resiliency. There is a tradeoff to be made between lean supply chains and resilient supply chains, especially if the latter is built via inventory buffers and alternative partners. This is where automation can potentially shine by collecting data, researching options, and making decisions on-the-fly across the alternatives.
��� There is an elegance in simplicity. Bots work well for automating processes with manual tasks that require non-judgmental decisions and have structured steps. Start simple, find the sweet spot of good return on investment first. Think big to unleash the power of artificial intelligence technologies as a path to intelligent automation.

By implementing solutions that will yield continuous improvements and added features in future years, we help our customers also derive nearer term benefits including freeing staff for high-value tasks, improved delivery, error reduction and quality, better compliance and auditing, knowledge management and retention, and transparency in operations. 做厙勛圖 strives for excellence via a deep customer focus, discovery, investments in and application of advanced technologies, aligning them with our key customer markets to serve their important missions in a low-risk, agile fashion.

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