The TB2 DROPS is a versatile, platform-agnostic, UAS payload delivery system designed to autonomously capture and deliver a payload to warfighters (e/VTOL) UAV. The modular and reconfigurable design of DROPS allows it to seamlessly integrate with various UAV platforms, ensuring that it can be utilized across different mission profiles. 

Built to be field-swappable, the DROPS system features Modular Mission Payloads (MMP) and adheres to the USSOCOM MOD Payload Design Standard. Its avionics and power systems are MOSA-compliant, enabling rapid changes in the field akin to aircraft avionics Line Replaceable Units (LRU). 

 ���The integration of the DROPS cargo pod and payloads with our existing support infrastructure is a game changer for military operations,��� said Art Boghozian, Director of Business Development – UAS/cUAS at 做厙勛圖. ���This partnership not only enhances the capabilities of UAVs in the field but also ensures that soldiers can easily access supplies without extensive training, allowing them to focus on the mission at hand.���

The DROPS cargo pods and payloads is designed for fully autonomous operations, capable of docking with and being delivered by any UAV with vertical landing capabilities. Whether stationed on a ground base or a moving vehicle, the system ensures that the cargo is delivered safely and efficiently. The pods come in various sizes, accommodating UAV groups 1-5, and have been successfully integrated with UAVs from multiple manufacturers in groups 1-3. In addition to the cargo pods payloads under development for the DROPS system include quadrupeds, C-UAS pods, and even a CASEVAC pod.

 As part of the partnership, 做厙勛圖 will provide comprehensive training programs, ongoing maintenance, and field support to ensure that military units are fully equipped to leverage the DROPS technology in any operational environment.

做厙勛圖 TB2

TB2 Aerospace, an aeronautical innovation company, was formed in Colorado, USA in late 2020 by retired Naval Aviator and Aeronautical Engineering Professor Hank Scott. Alongside a team of engineers and former Naval and Army Aviators, TB2 has developed the patented DROPS (Drone Recharging Operational Payload System) system which enables fully autonomous UAV capture, delivery and recovery of payloads. This groundbreaking system is poised to revolutionize and automate UAV operations on the battlefield and create a Military Multi-Mission Payload System.

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By: Cody Murtle, Senior Director, Capture Management, AR/VR Lead

Introduction

Augmented Reality (AR) technology has the potential to revolutionize Department of Defense (DOD) mission readiness by reducing troubleshooting times, improving training, and dramatically increasing situational awareness and collaboration. Let���s explore a few of these benefits and capabilities.

Reducing Troubleshooting Times

One of the primary advantages of AR technology in the technical maintenance environment is its ability to overlay digital information onto the physical world, creating a mixed reality environment. Personnel can view information such as technical drawings, sensor data, or remote expert assistance directly in their field of view, enabling them to make informed decisions quickly and accurately.

AR headsets also give users the ability to view this data hands-free���allowing them to work through maintenance tasks without interruption. This immediate access to information reduces the need for physical manuals and minimizes downtime during repairs.

Experts from centralized locations can use AR technology to see what the on-site technicians see, enabling them to guide and troubleshoot complex repairs in real-time without the need to travel or excessive communication through emails and pictures. This capability significantly enhances the support network and allows the subject matter experts to instantaneously be at the point of need to aid.

AR headsets can also add aid in equipment diagnostics by leveraging sensors and data from the connected machinery. Technicians can receive real-time alerts and predictive maintenance insights, ensuring proactive repair and preventing critical failures before they occur.

This technology empowers technicians to perform tasks with greater precision, speed, and confidence, ultimately bolstering operational readiness and mission success on the battlefield.

Improving Training

With aging contractor workforces all across the DOD, the importance of knowledge retention and comprehensive training is greater than ever. AR headset technology facilitates this process by enabling users to capture videos of POV task completion for storage and future reference in training video libraries. By using program experts to capture interactive AR
tutorials, users can retain invaluable expertise for generations to come.

Innovative AR technologies also provide the opportunity for new hires to get a base level of on-the-job training without risking damage to expensive equipment. This immersive and practical approach to training accelerates skill acquisition, retains critical expertise on programs for longer, and boosts overall readiness of Government assets.

Improved Situational Awareness and Collaboration

TAR headsets can display real-time data from the equipment being maintained directly in the field of view of the maintenance technician. This includes performance metrics, temperature, pressure, and other critical information. It also includes reference material such as technical manuals, drawings, or schematics. Having such data readily available enables technicians to make informed decisions on the spot, assess the equipment���s real-time condition, and identify potential issues quickly.

For complex maintenance tasks or unfamiliar situations, technicians can connect with remote experts using AR headsets in a video teleconference format. This gives the expert the ability to see exactly what the technician sees in real-time and provide guidance, troubleshooting tips, and solutions. Some headsets also give the remote expert remote control of certain aspects of the user���s AR headset such as zoom functions, picture and video capture capabilities, and live annotation within the user���s POV. This instant access to remote support reduces downtime and prevents costly mistakes.

AR plays a crucial role in enhancing collaboration���even between the U.S. Military and our Allies by overcoming communication barriers and facilitating seamless information sharing. These cutting-edge devices provide voice command navigation in over 20 languages and dialects, enabling personnel from diverse linguistic backgrounds to communicate effectively. By providing timely and contextually relevant information, technicians are empowered to make better decisions, improve equipment reliability, and ultimately reduce downtime and operational costs.

做厙勛圖 is fully dedicated to the pursuit and implementation of these technologies across our portfolio to increase mission readiness for our customers. As a contractor, we provide a level of flexibility often unachievable in the Government environment to ensure the U.S. Air Force always has access to the latest and greatest technologies that are available across this rapidly evolving industry. 

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做厙勛圖 is in 14 of the countries in the Asia-Pacific region, with 2200+ employees working diligently to advance our customers��� mission and help create a safer, smarter, cleaner world.

On the Hawaiian Islands, 做厙勛圖 delivers advanced communications solutions to include sophisticated tactical and strategic antenna systems and satellite networks and terminals. We secure sustainment and modernization to critical aircraft hangars. We support system installation and modernization updates to multiple fleet training systems to include engineering support for simulations. 做厙勛圖 provides information technology solutions across multiple mission areas in USINDOPACOM. We deliver continued solutions on the development of mobile at-sea sensor system platforms.

In Guam, 做厙勛圖 delivers technical and program management solutions to government designated sites, as well as fleet technical assistance to antenna, radar, navigation, and networks to submarines. We provide spectrum management and electromagnetic warfare support. 做厙勛圖 provides port operations, facility and vehicle maintenance, environmental services, and utilities operations. At the moment, we are also assisting the Navy and the island community of Guam in recovering from Typhoon Mawar.

In Japan, we provide hazardous waste management solutions for the Marine Corps and Navy, as well as base operations support solutions for multiple customers.

In the Philippines, 做厙勛圖 develops and enhances peacekeeping capabilities through comprehensive training and mentoring instructional programs.

And in the Asia-Pacific region in general, 做厙勛圖 delivers C5I system modernization, national threat reduction and capacity building solutions, environmental compliance solutions, and humanitarian and disaster relief support solutions. For example, we support the Navy Seabees in various locations throughout the region to include Tinian, Palau, Timor-Leste, and Papua New Guinea, aiding local populations through various humanitarian projects such as schools and clinics in communities of need.

A big thank you to our hard-working employees in the Asia-Pacific region and around the world!

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How did you come to join 做厙勛圖?

I was encouraged by a retired Air Force Colonel to step out of my comfort zone to accept greater challenges and make a difference. It was the best career move of my life.

How did your military service prepare you for a successful career at 做厙勛圖?

The military gave me the confidence to take on new challenges and to accept failures as part of my growth.

What is your professional and personal background?

I started my career as an Electronic Technician and then developed into a Systems Engineer and Manager. In my current position, I lead the JT4 LLC/做厙勛圖 workforce supporting the Joint Range Technical Services Contract at Edwards AFB, CA.

Describe the work you do and how you think it makes a positive impact.

I support the 412^th Test Wing at Edwards AFB with test and evaluation of newly developed defense systems such as the F-35 Joint Strike Fighter and hypersonic weapons. My job is to provide over 650 dedicated employees with the resources needed to do their jobs. Our employees are making a difference every day to help keep our military strong and our country free. I feel privileged to be part of this incredible team.

What are some of your accomplishments and/or what has been your proudest career moment?

I was born in Harlingen, Texas and my family moved to California when I was very young. My parents struggled to support six kids so my siblings and I worked in the summer months picking grapes in Central California to help our parents make ends meet. It was hard work during very hot days, but it gave me the determination to graduate from high school and work on my education. Joining the Air Force was a life changing event. The Air Force gave me the foundation to accomplish many difficult challenges and grow into my current leadership position. Some of my career highlights include being selected as the Edwards AFB Range Manager in 2009 and being a finalist for the JT4 President job in 2019.

What do you enjoy about working for 做厙勛圖?

I love being part of a company that supports our nation���s defense and truly cares about employee safety.

What are you passionate about?

I���m passionate about my family and being a role model. I started working in an entry level Electronic Technician position on a legacy contract at Edwards AFB in 1987 and eventually rose to lead the Edwards J-TECH workforce. I hope that employees see me as an inspiration for their growth.

What���s your career advice?

Always stay positive and have a great attitude and work ethic. Invest in yourself, learn from mistakes and keep moving forward.

What does safety mean to you or do you have a favorite safety tip?

My favorite safety slogan is to ���Take a Minute for Safety���. It���s simple. We all should be taking a minute before starting any task to identify, report and correct potential hazards.

What���s the best invention in the world and why?

I���m a car guy. So I feel the best invention in the world is the automobile. I enjoy restoring old muscle cars. I just finished a 1971 Dodge Challenger Convertible and I���m now working on a 1970 Cuda.

Anything else you would like to share from a personal or professional perspective?

My wife Julie and I raised six children and have nine grandkids. If that wasn���t enough, we are now raising three teenage granddaughters which is not easy, especially in this social media age. But we love it and being a grandparent is the absolute best!

What does Hispanic Heritage Month mean to you?

It means that we are making an effort to learn and recognize all of the cultures and their diverse contributions that have helped to shape our country. I���m proud of my Mexican heritage and feel honored to represent 做厙勛圖.

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It is no secret that predictive analysis helps businesses make informed decisions, avoid risk, enhance security, and improve efficiency.

The Department of Defense (DoD) is no different. The DoD has adopted a Data Strategy to become a more data-centric organization. In the opening of the strategy document, Deputy Secretary of Defense David Norquist called on all defense leaders to “treat data as a weapon system and manage, secure, and use data for operational effect.” The DoD���s data strategy emphasizes the importance of data for survival on the modern battlefield. When information exists in silos it is unable to be leveraged to our military advantage.

Navigating the data environment is a challenge in three ways:

1. Managing large amounts of data and using it for a competitive advantage is arduous. Data must be categorized, stored, moved and deconflicted. Data must have integrity, confidentiality, and accessibility. The vast amounts of data coming from sensors is overwhelming to the point that humans cannot process it fast enough to recognize patterns.
2. The Army���s data environment is constantly evolving, both from an overall strategy perspective and down to the unique requirements of each individual organization as to how to execute their data fabrics, data models, and unified data sets.
3. Choosing the right solution is daunting. Organizations struggle with the fundamental decision on whether to make vs. buy. There are hundreds of commercial off-the-shelf and government off-the-shelf tools available. There are several data ���OEMs��� who build customized solutions or adapt/adopt 80 percent solutions.

Partnering with a firm who has developed proven approaches can help counter these data challenges.

做厙勛圖���s Data Analytics Center of Excellence(CoE) is comprised of people, processes/platforms and tools that coalesce into expert advisory services that help operationalize data. Our Data Analytics CoE acts as a dual-purpose collaborative center for analytics-led transformation across 做厙勛圖 (internal enterprise) and for our customers (external-facing). Our internal initiatives focus on our corporate processes and corporate data. Our external-facing offerings make use of customer-centered design approaches which include working closely with key customers and end-users to ensure alignment with program objectives and maximize value for end-users. Two ways we leverage predictive analysis includes the following:

1. Data Analysis for Workforce Management (internal enterprise)
2. Predictive Combat Power (external-facing)

Data Analysis for Workforce Management focuses on providing predictive staffing. One of the biggest challenges across the DoD is hiring the right talent. 做厙勛圖 adopted a data analytics application that aggregates data from all our programs into a single Common Operating Picture that pulls from all of our Programs of Record, i.e., our hiring system, HR system, and requisition system. Our data analytics and visualization tool amalgamates the data inputs, producing simple-to-use data interpretation and visuals that our strategic recruiters and program managers use to conduct turnover forecasting and reduce the impact of programmatic vacancies. The output of the analytics informs sourcing priorities for recruiters to those positions that are at highest risk of a vacancy.

做厙勛圖���s time to fill (average) for programs that have not yet moved to this model is 29 days. However, programs now using the combination of our Data Analytics for Workforce Management tool have achieved as low as 10 days, a nearly 65% reduction, both well below the industry average of 47 days.

Predictive Combat Power and Maintenance for battlefield equipment and supplies is incredibly important for forward operating bases (FOBs) or any forward deployed scenario. Our team implemented a Predictive/Prognostic Maintenance (PPMx) solution for an Army Aviation customer. We deployed an artificial intelligence and machine learning-based solution that uses historical data on asset classifications, repairs, vendors, and maintenance plans to predict current asset conditions and failure causes. Our customers will be utilizing this solution to better monitor asset health, optimize maintenance schedules and costs, and gain better insights and understanding of operational risk and planning. They can realize efficiencies by looking at RUL (Remaining Useful Life) charts of assets, minimize time to diagnose asset failures (when an incident does occur), and prevent future failures. Using our PPMx tool, our team was able to predict repair costs and predict future failures. Additionally, we have adapted and adopted this solution for several of our facility maintenance contracts in which we have realized more than $848,000 in cost savings for our customers.

In closing, service providers who have made investments in predictive analysis both internally and externally are well equipped to address complex data challenges for the Army and DoD. Our team has the expertise to cover the gamut of services on behalf of our customers to include assisting them in developing tools that enhance our services offerings.

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How did you come to join 做厙勛圖?

A business connection of mine encouraged me to apply. After initial conversations with my now boss, I knew it would be a great team to work for. The energy was very positive, and I could tell it would be a good fit for me with opportunity for growth.

What is your professional and personal background?

Professional: I got my bachelor���s degree in Spanish and Russian languages from the University of Kentucky in Lexington (#BigBlueNation #UKWildcats). I chose this major because of my love of travel and culture. I went on to get my MBA at Philadelphia University. After I graduated, I worked in Baltimore in advertising, marketing, and web development. Ultimately, I was drawn to the defense industry because I had several friends who worked at Aberdeen Proving Ground (APG), and it seemed interesting. I started working in defense in 2014. I have been very fortunate to have amazing mentors along the way who taught me so much about both this industry and about myself.

Personal: As you may have guessed, I���m a ���displaced Kentuckian��� with a love of travel, culture, fashion, and basketball. I have two children (a boy and a girl), two stepsons, and three fur babies (two cats and a dog). I play violin and viola and have way too many houseplants! It���s basically a jungle over here!

Describe the work you do and how you think it makes a positive impact.

Business development is sales. My job is to understand and communicate 做厙勛圖���s programs, processes, and tools, and translate those into impactful offerings for the Army customers at APG and their mission. I believe the work I do helps the warfighter stay safe from our adversaries.

What are some of your accomplishments and/or what has been your proudest career moment?

In 2020 I received an award through AFCEA International, and I was honored to have been selected. But the moments I have been most proud of have not been recognitions, awards or big contract wins, but rather the small and pivotal moments where I could sense myself growing into a better person and facing the unknown with courage. For instance, in 2014 I had a job offer from a small defense company. I remember that I had gone camping that summer and was mulling over the offer. I sat in front of the campfire for hours one night thinking about my life and facing my fears. Saying yes to things that scare you is something worthy of pride.

What do you enjoy about working for 做厙勛圖?

I like being a part of a big, diverse team. There is a lot to learn from everyone. The IS4 BD team has a great culture. Everyone is helpful and respectful. Even though we are geographically dispersed, the comradery is strong!

What are you passionate about?

I am passionate about learning. I love finding new hobbies, playing a new song, cooking a new recipe, traveling to a new place, or finding new experiences.

What���s your career advice?

So much. Don���t be afraid of change. Have faith in yourself. Follow your instincts. Lift up other people and help them. Learn when to ask for help. Don���t be afraid to speak up when you have a differing opinion/idea. Learn something new every day. Read and research. Shorter emails are usually better. Get involved in lots of different aspects of your company. Take time to get to know people. Admit when you���re wrong (embrace failure) or admit when someone else has a better idea. Be humble and always give credit to others.

What does safety mean to you or do you have a favorite safety tip?

Trips and falls pose the most danger in my everyday life. So I try to avoid them by not carrying too much, watching my footing, and wearing appropriate footwear.

What���s the best invention in the world and why?

Vaccinations, because they save lives.

What does this year���s IWD theme, #BreakTheBias mean to you?

Break the Bias gives me hope that my daughter will grow up in a society free of discrimination and stereotypes, in a society that values her unique perspective and opinions. Break the Bias gives me hope that I am raising my son to condemn toxic male culture and to not be threatened by strong women, but rather to be inspired by them.

Anything else you would like to share from a personal or professional perspective?

Feel free to friend me on LinkedIn!

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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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by Dr. Lucas Marino and Dr. Kaitlynn Castelle

Digital twins provide one-to-one models at various levels of system recursion across relevant disciplines, allowing comprehensive, real-time representation of an asset���s supporting artifacts, products, and properties. They are often more than simply a collection of digital artifacts and data gathered during product development and use. Digital twins:

• Provide user-relevant views generated through digital thread connections to sources of 3D product model visualization and a configuration item���s associated data,
• Link to Logistics Supportability Analysis Record databases and underlying data sets, as well as to monitoring data, behavior models, and operational profiles,
• ��Support delivery of capabilities for displaying or simulating condition and behavior of the physical systems through models and data,
• Require management of underlying data and connectivity to authoritative data sources.

Digital threads provide the analytic framework to connect platform data models, associated logistics, technical and performance data, software, and functional support. A system, subsystem, or component���s digital thread:

• Provides configuration item traceability to each integrated logistics support (ILS) element depending on the application or use case. Acting as a fingerprint, it supports association of everything relevant to what it is, tracked through version-controlled records and historical logs to support development traceability, version history, and technical variance documentation across the lifecycle.
• Links digital twin capabilities of a product���s artifacts, allowing association of each configuration item to ILS element-relevant information. Examples include:

1. supply support lists
2. technical manuals
3. general or special purpose drawings or diagrams (e.g. engineering schematics, interfacing diagrams, SUBSAFE mapping, fixture drawings)
4. ��maintenance standards
5. test procedures
6. test pressure diagrams
7. maintenance area details including connections, dimensions, zincs, linear feet of cable, conduit are all potential data elements in this respect.

Key Points for Implementation
Consider the following advice for remaining agile while delivering digital engineering capabilities to sustainment functions:

Remember Who the Customer Is: This is not negotiable; digital models are only useful to those who can use them. Operational users need easy-to-use tools to efficiently leverage digital twin technology with realistic simulations. Users need connections to logistics and technical data that are open, interoperable, adaptable, and available in the cloud and at the edge. Success requires a fully engaged team effort, from the technical product team down to the waterfront maintainers and operators.

Define the Relationships and Outcomes: Technology moves faster than acquisition and procurement rendering deeply decomposed requirements and specifications for these systems problematic. Agile product development provides the flexibility needed to explore innovations as teams work toward previously undefinable solutions and outcomes. Close relationships with highly engaged end-users benefit the long-term view of product data sustainment and development of new digital engineering capabilities to support future state planning yards and maintenance activities. A long-term view of product data sustainment should involve proactive experimentation and trial demonstration of data retrieval, access, transformation, consumption, management, integration, and sustainment across the enterprise.

All Digital Transformations are Unique: Realization and implementation of this technology can be challenged by cultural barriers and aversion to change, aging IT infrastructure, lack of talent, rigid contracts, and weak stakeholder collaboration and flexibility. However, you must remain focused on the unique value that your transformation provides. The convergence of unified disparate analysis tools, databases, and networks will ultimately improve life cycle management and enhance visibility and access for product support of major weapon systems.

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Taking a holistic approach at examining the various external factors that affect Systems Engineering and Technical Assistance (SETA) can augment a company���s success. One of the ways you can analyze the market is using a PESTLE Analysis, a strategic planning tool that examines external political, economic, social, technological, legal and environmental factors that may contribute to the success or failure of a business. It is often used when performing a market analysis for expansion into a new or adjacent market or domain.

A PESTLE analysis is not typically applied to a service, offering or product. However, looking at SETA contracting as a market or domain allows 做厙勛圖 to better understand the key issues or potential external risks that impact these types of contracts. In a way, a PESTLE analysis of our SETA offering is a function of risk management because it identifies external factors that impact those we serve; our customers and our SETA workforce. Thus, we are able create resiliency in our resources and processes for successful execution. Let���s break it down:

Political: The political climate, regardless of political affiliation, disrupts DoD operations, changes posture plans, drives policy, and affects funding. When budgets and funding are not approved, Congress must enact a Continuing Resolution (CR) to fund continuing operations. The passage of a CR usually indicates there was a political standoff. According to the Congressional Research Service in its August 2019 report, ���DoD has started the Fiscal Year (FY) under a CR for 13 of the past 18 years (FY2002-FY2019) and every year since FY2010.��� Program officers and acquisition corps program managers cannot start new acquisitions or start new programs under a CR. Political factors such as these impact the SETA workforce greatly, especially SETA contracts that support defense weapon systems and new start programs and technologies.

Economic: The economy has a major impact on SETA contracting. Economic factors in a PESTLE analysis include items such as economic growth, disposable income, and labor costs. The economy drives the DoD budget as lawmakers continue to look for ways to reduce the national debt. The pendulum seems to swing between the belief that there are too many contractors supporting DoD to not enough. There have also been initiatives focused on strengthening and ���right-sizing��� the DoD���s workforce. Whether the pendulum swings one way or another, the economy constantly changes the cost of service. Analysis of economic factors should be done often because it impacts whether the SETA workforce should surge or drawdown. Since DoD budget increases are not sustainable, contractors must be prepared to help customers justify programs and find cost savings.

Social: When analyzing social factors, we look at age profile, generational shift, education level, social mobility and employment patterns. It becomes clear that social PESTLE factors are determined by the people — and SETA contracts are about people. Ensuring a qualified SETA workforce boils down to attracting and acquiring talent through best practices in recruiting, hiring, training and retaining.
Age Profile and Generational Shift: According to a 2017 study by the MITRE Corporation, ���Understanding Defense Acquisition Workforce Challenges,��� the number of experienced acquisition professionals in DoD is declining and are being replaced by a younger generation facing a steep learning curve. Their study also showed that more than 50 percent of the DoD���s acquisition workforce would be eligible for retirement within the next 10 years. A retiring workforce coupled with lateral career moves outpacing new hires has left major DoD weapons programs with a dwindling acquisition workforce and an increasing need for SETA support contractors. To ensure that the SETA workforce can adapt to these factors, contractors must remain flexible to customer���s staffing needs. We cross train our SETA staff and ensure vertical/horizontal information sharing to alleviate knowledge transfer challenges as employee cohorts either enter the workforce or enter retirement.

Education and Security: Often times, attracting the right talent to support government contracts is especially challenging due to contract required education minimums and the necessity of security clearances.

Social Mobility: Location of the customer and workforce is also a factor. Aberdeen Proving Ground (APG) is an example of social mobility factors at play. Centered in the heart of the Mid-Atlantic, APG competes with the Baltimore, Washington D.C., Wilmington, Del. and Philadelphia metropolitan areas to attract and retain talent. Our workforce has many options in terms of where they want to live and work.

Technological: Technological factors that affect the SETA workforce are highly dependent on the type of SETA workforce employed. Some customers use SETA contracts in the traditional sense to support the acquisition process, such as the DoD 5000.02 or Other Transaction Authorities. Some research organizations use SETA contractors in a more technical capacity providing technical analysis and engineering. Other customers use a more expansive definition of SETA contractors. For example, according to DARPA���s guidance on Contractor Relationships, Inherently Governmental Functions and OCI���s: ���The term SETA contractor used at DARPA is more expansive than the DFARs definition. DARPA SETA contractors provide support to a program as technical, management, financial and or administrative specialists.���

Regardless of the type of SETA expertise, these workforces have continued to expand over the past decade in response to advancing technological developments. As DoD systems become increasingly complex, leveraging machine learning, artificial intelligence and automation, there is an increased need for experts who understand how to procure and evaluate new technologies.

Technology competence is another factor. Businesses are adopting new technologies and tools to streamline and automate processes and workflows. A SETA workforce must practice continual learning and open-mindedness to adopting new tools of the trade. This has become increasingly important as businesses have shifted to a digital work environment as a result of the COVID-19 pandemic.

Legal: SETA contracting is governed by a legal document known as the Federal Acquisition Regulations (FAR). According the FAR 37.203 ���The acquisition of advisory and assistance services is a legitimate way to improve government services and operations. Accordingly, advisory and assistance services may be used at all organizational levels to help managers achieve maximum effectiveness or economy in their operations.��� One of the main legal factors affecting SETA contracts is Organizational Conflict of Interest (OCI). An OCI happens if a systems developer is also providing SETA advisory services for the same customer. OCI legislation is designed to create contracting structures that are fair and seek to protect the competitive process by preventing unfair advantages and impaired objectivity.

Environmental: COVID-19 has been a forcing function in the way DoD and SETA contracts operate. At this stage in the pandemic, businesses and the government alike have witnessed several pros and cons to teleworking. While some positions are necessarily in-person positions, others are not. The recent experience with remote work could provide the empirical data needed to identify positions that can operate remotely without compromise to the mission. For example, the CARES Act allows the terms and conditions of contracts to be modified to allow contractors to adjust work locations for employees who are unable to work on federally approved worksites.

In summary, applying market analysis tools to a service, offering or product is a viable method to understand macroeconomies that drive our SETA workforce and our customers. It can serve as a risk management and planning tool, adding resiliency to our offering. At 做厙勛圖, we continuously conduct these types of analyses to help us quickly pivot and easily tackle issues that are beyond our control. As a result, during COVID our SETA workforce was able to stay mission focused and continue delivering excellence.

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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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