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In recent years, the U.S. Air Force has faced a shortage of general officers with the necessary experience to fill senior leadership positions in Air Force, joint, and interagency intelligence organizations and functions. Air Force human-capital development doctrine requires each career field manager to provide appropriate education, training, and assignment vectors for officers in the field. Designing such vectors requires an understanding of the competencies required for field-grade and general officer jobs, an understanding of the competencies acquired in jobs at all levels, and an understanding of ideal career paths through the jobs in the community or external to the community but filled by its members. At the request of the Air Force, the RAND Corporation undertook an analysis of the competencies required for intelligence jobs and compared the qualifications in the officer supply with the qualifications the jobs demand.

Intelligence officers --- Core competencies --- Career development --- Military intelligence --- Supply and demand --- United States. --- Personnel management.

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The reserve components (RCs) of the U.S. military must ensure that reservists are not only properly equipped and trained, but also medically ready to serve. Medical readiness means that service members are free from health-related conditions, including dental conditions, that could limit their ability to carry out their duties. Medically ready reservists require less medical and dental support in theater and fewer medical evacuations from theater, both of which save money and free assets for other purposes. This volume identifies existing medical readiness requirements, quantifies the current status of RC medical readiness, identifies obstacles to achieving compliance, and suggests options for improving medical readiness in a cost-effective manner. The authors find that time and expense are major barriers to the RCs achieving their overall goals for medical readiness. Recommendations include standardizing medical readiness criteria across services, improving data reporting and archiving processes, providing incentives to individuals and units to achieve medical readiness, and continuing to extend TRICARE coverage to reservists prior to deployment.

United States --- Armed Forces --- Reserves --- Medical care. --- Dental care. --- Operational readiness.

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A mismatch in the late 1990s between the qualifications needed for key general officer positions and the backgrounds of available candidates stimulated RAND research and then an extensive U.S. Air Force effort to improve the development of future senior leaders. In the past, most officers were managed within their career fields and were too narrowly specialized.

Command of troops. --- Leadership, Military --- Military leadership --- Troops, Command of --- Military art and science --- Leadership --- United States. --- AF --- Air Force (U.S.) --- U.S.A.F. --- United States Air Force --- US Air Force --- USAF --- Officers. --- Occupational specialties. --- Personnel management. --- AF (Air force) --- U.S.A.F. (Air force) --- USAF (Air force)

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As the Army has implemented initiatives to improve its basic logistics processes, it has found that these processes are hampered by a financial management system that is slow and inaccurate and that creates errors and delays. This report documents analysis supporting the Army's effort to improve its logistics financial management (FM) processes using Velocity Management's Define-Measure-Improve methodology. In defining the FM process, researchers developed process maps that showed that the delivery of conflicting information from the supply and finance systems forces units to create time-consuming, manual reconciliation processes to determine their remaining budgets. Researchers identified metrics to measure performance: quality of price and credit information and financial wait time--the time it takes for a supply transaction to be closed out in the financial system. To improve the quality of price and credit information and eliminate the need for manual reconciliation, the researchers recommended that the prices and credits in place when a transaction is first undertaken should be the prices and credits that are used for all records of the transaction.

United States. --- Supplies and stores. --- Management. --- Appropriations and expenditures.

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This report documents a briefing that presents a method for examining the effect that various stockage policies have on the length of time weapon replaceable assemblies (WRAs) spend waiting for parts. The authors argue that the current stockage policies--which emphasize descriptors of parts and rarely include information about the end-item that needs them--likely contribute to the simultaneous problems of long repair turnaround times (TATs) and excesses of repair parts. The report discusses an algorithm which incorporates both parts descriptors and output measures and which minimizes the expected length of time an end-item spends in repair. The authors' research suggests that through effective stockage of repair parts, the Services may be able to achieve large savings from shortening the TAT at depot, which allows more end-items to be in circulation. Furthermore, the authors' evaluations suggest that their calculations can identify weapons systems where it would make sense to stock parts and those where it would not. The calculations can be used to balance investment strategies between spending money on parts and spending it on other segments of the repair pipeline.

United States. --- Aviation supplies and stores. --- Equipment --- Maintenance and repair. --- Cost control.