全球智库信息集成服务系统

Comparing As-Is Roles and Responsibilities to the PAF Vision of Combat Support Enterprise Capabilities Revealed the Following

• The present AFSC and AFIMSC organizational structure can support global management processes supporting the warfighter.
• Global management of combat support capabilities is still divided among and between organizations.
• Vertical processes (within functional communities) for global management of combat support resources are in varying stages of development, with some almost complete and others requiring enhancement.
• Within any particular stovepiped functional area, the community appears to work from a common understanding of what is needed to accomplish the mission.
• Integration of horizontal (across stovepipes) and vertical (within stovepipes) processes still needs improvement to provide senior leaders with better visibilities into global combat support capabilities and constraints.
• Identified characteristics of successful global managers include (1) an established relationship with the warfighter, (2) an analysis cell to conduct global assessments of capabilities and constraints, (3) rule-based decision-support tools, and (4) standard processes that are well understood by the warfighter.

Gaps Exist Between the Current Processes and Those Outlined in the PAF Vision

• Neither AFSC nor AFIMSC has a clear vision for global capability management across and among its stovepiped functions.
• Processes, instructions or guidance, and decision-support tools vary across functions and within each center.
• Individual functional analyses are not integrated to provide capability analyses.