Asset Accountability

The Air Force (AF) uses simulators to orient pilots to the performance of various aircraft. There are over 2000 simulators in the AF today. We recovered accountability of 450 of those, valued at over $1B. Until Sabel Systems was contracted there was no system in place to account for these assets. The Air Force initiated an effort to recover accountability for these assets and Sabel Systems was asked to assist in the recovery of asset accountability, development of policies and procedures to maintain accountability and to develop a valuation methodology.

We engaged with the WNS/SPO (Simulators Program Office) to understand the root cause of the lack of accountability for these assets. We identified several key factors to include: No logisticians involved in simulator requirements development Undefined responsibilities regarding the reporting of assets to the Logistics Readiness Squadron (LRS) to be sure they are entered into the Accountable Property System of Record (APSR Constructed in Place (CIP) simulators (development of an asset from piece parts) Lack of a clear chain of asset ownership in the MAJCOM

We worked closely with the Simulator Program Office (SPO) to generate a preliminary estimate of where the 450+ assets might be located. Because the simulators were still aligned under the defunct MAF/CAF organizational construct, our first task was to map them to their appropriate MAJCOMs. With the proper organizations identified we were then able to contact the appropriate LRS to locate each asset and ensure they were loaded into the APSR. These efforts spanned 32 different programs. We were successful in recovering accountability for over 450 simulators valued at $1.5B. To maintain that accountability going forward, we assisted the AF in clarifying the roles and responsibilities associated with receiving simulator assets. For example, we drafted a policy to clarify that the purchasing entity that completes the DD250 (acceptance document) is responsible for loading assets into the APSR.

We also recommended that pre-Milestone A simulator acquisition activities should include logistics representation. This not only ensures the procured solution is sustainable it also ensures the property accountability organization is aware of inbound assets. We noted that manufacturers were being instructed to ship simulators directly to customers (potentially bypassing LRS accountability processes) and ensured this process was corrected.

From a custodial perspective we clarified that the organization with the DD250 was the owning organization and responsible for asset accountability. This removed the bifurcation of responsibility that had been driven by MAJCOM procurement versus using organization possession of the asset. The update from CAF/MAF to MAJCOM association let the field and the A4’s know exactly what program belonged to which owner and could ultimately communicate to organize shipments and identify shortcomings.

The impact of Sabel Systems efforts resulted in the recovery of asset accountability, as well as implementation of process, policy and meta-data updates to maintain that accountability.

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Name Asset Accountability Categories Case Studies Author Mike Magnusson