Secretary of the Air Force Acquisition (SAF/AQ)

MBC provides IT strategy consultation to the Air Force Acquisition Chief Information Officer and has been involved in developing a fully integrated Enterprise Architecture to support decision making, design choices, and efficiency identification for over 5 years. MBC is positioned as the lead data architects for the organization and has developed a fully integrated data and information strategy which includes a data governance process, an enterprise data model, and a fully functioning Managed Metadata Environment (MME). This has led to successful management Acquisition information as a strategic corporate asset so the Acquisition IT business systems can interoperate in a more efficient and effective manner.

In combination with MBC’s work as the domain data architects, the MBC team has been supporting and leading the development of an enterprise data warehouse to support a business intelligence environment for the domain. MBC has not only been providing advice and counsel on how to efficiently provide this information sharing capability to Air Force Acquisition, but has also been the primary implementer of all the technologies required to do the job.

Expeditionary Combat Support System (ECSS) Program Management Office (PMO)

MBC led the development of the ECSS Operational, System, and Technical Architectures and provided logistics and enterprise resource planning (ERP) subject matter expertise in the development of architecture artifacts. These were used to satisfy internal program requirements, Air Force Enterprise Architecture requirements, and Office of the Secretary of Defense Business Management Modernization Program (OSD BMMP) architecture requirements. MBC also provided expertise to leverage architecture artifacts to develop acquisition artifacts. These included the Alternative System Review (ASR), Cost Analysis Requirements Description (CARD), Program Office Estimate (POE), and Component Cost Analysis (CCA) in pursuit of the Milestone approvals. MBC was also instrumental in the development of request for quotes (RFQ) for the ECSS commercial-off-the-shelf (COTS) product suite and the ECSS Systems Integrator.

Air Force Financial Improvement Plan - Financial Improvement and Audit Readiness (AF FIP/FIAR)

MBC leveraged its experience in compliance, audit and accounting processes, procedures, and policies to support SAF/FMP. The team identified internal controls currently incorporated and applied during each process to ensure financial data reported on financial statements accurately reflects the source business event. The team identified risks to financial statements resulting from missing, inadequate, or improper internal controls.

MBC performed analysis of the “as-deployed" functionality of the P2P and O2C processes within DEAMS. The team documented the processes in a combination of flows and narratives addressing each step in the process. The analysis identified the strength/weakness of internal controls as well as system issues incorporated into the DEAMS Financial Improvement Plan (FIP).

MBC built test scripts to validate the effectiveness of the DEAMS P2P and O2C internal controls. These tests should help ensure each internal control performs as designed and effectively mitigates the inherent risks. In addition, MBC conducted internal control testing in the DEAMS production and testing environments. The team documented corrective actions to internal controls to improve and enhance their ability to mitigate risks.

Air Force Logistics Transformation Office (LTO)

MBC is responsible for change management and determining functional logistics requirements for the Air Force. MBC provides expert advice, assistance, and guidance in support of the Air Force business improvement effort. The scope includes: guidance, integration, risk management, issue resolution, communication studies, analyses and reporting to support the LTO in meeting its responsibilities and objectives related to the implementation of the LogEA and eLog21 Campaign Plan visions, and Logistics Financials with particular emphasis on implementation of the Expeditionary Combat Support System (ECSS) System.

USAF Deputy Chief of Staff for Logistics and Installations, Directorate of Transformation (CSWS)

In order to transform its current logistics landscape, the USAF adopted the Expeditionary Logistics for the 21st century (eLog21). The eLog21 campaign includes multiple focus areas, including Contractor Supported Weapon System (CSWS) integration, aimed at defining a standard business relationship between the USAF and its key vendors. The MBC approach to CSWS Business Process Integration included a detailed analysis of the key logistics lifecycle functions impacting any contractor supported weapon system. A gap analysis of current versus future state Air Force practices was developed and this template was used to partition each functional area into a unique business case for further exploration. The output of this activity provided a rendering of critical path information flows required between the Air Force and the respective vendors. This process modeling was the cornerstone to developing an enterprise baseline template which formed the benchmark for weapon system integration.

Common data exchange standards lead to predictable sustainment costs for CSWS platforms. In this arena, MBC led a group of information architects to analyze the exchange of engineering, maintenance, and supply chain related data across a network and developed a common approach to storing and transferring data while moving towards DoD Defense Logistics Management Systems standards. Although, this work is still in progress, the effects are being realized as an early input to normalizing data, which is a key component to interoperability.

MBC is the leading consultant to the Air Force for re-engineering USAF processes to support F-35 integration. In the long term, MBC leveraged the business process gap analysis (noted above) to derive a set of recommended Information Exchange Requests (IERs) which align to key business process within the Air Force logistics lifecycle. These IERs include areas for Supply Chain Planning and Execution, Backshop Maintenance, Engineering Management, Wing Fleet Management, Sortie Generation Support, and Depot Maintenance. Development of the IERs is an ongoing process, and do date, has seen success with the identification of critical path information exchanges. MBC uses tools like the Joint Integration Maturity Model to track and display the IER impacts and outcomes. This is one of several tools employed by the team to deliver accurate results across a complex array of systems and subsystems.

PEO Submarines Undersea Weapons Program Office (PMS 404) Program Management Strategy Support Service

On a daily basis, the Program Executive Office for Submarines Undersea Weapons Program Office (PMS404) requests a wide range of acquisition project management support services from MBC in the areas of budget formulation, justification, and defense across multiple acquisition programs in various lifecycle stages to external Department of Defense and Congressional agencies. Addition support covers accounting, financial, and contractual records reconciliation. Through project management, cost estimating, independent business case analysis, business process improvement and reengineering efforts, and contract reconciliation, our team provides PMS404 innovative solutions and strategic support for Torpedo program improvements to reduce overall costs and ensure program success.

Additionally, we are providing financial and policy management, balanced scorecard, and program-level guidance to the client’s Foreign Military Sales (FMS) and Armament Cooperative programs, helping the client effectively coordinate both the financial and materiel aspects of the sales of U.S. weapons technology to allied nations. Supporting the torpedo program office for the last 35 years, our team has developed an integrated program management approach and a strategic framework for developing cost effective solutions regarding weapon system project and cost management and “cradle-to-grave" FMS Case Management. Effective use of enterprise solutions, cost benefit analysis, and performance measurement systems, has provided PMS404 the advantage of capturing best practices and efficiencies across their organization to meet torpedo program requirements.

United States Agency for International Development (USAID) Africa Bureau (AFR), Office of Sustainable Development (SD), Education Division (ED) (AFR/SD/ED)

With combined work experience in the international development field of four decades and having worked in more than 11 countries specifically within the context of Sub-Saharan Africa, MBC has an intrinsic understanding of the Agency’s and the Africa Bureau’s missions. MBC was engaged by AFR/SD/ED to initiate and finalize a long-term strategic plan to be implemented as a direct result of the Agency’s new 2011-2015 Education Strategy. In daily support of this effort, we use the breadth and depth of our aggregated skills to assist the Education Division in its efforts towards stronger program design and implementation with measurable impact, internal operations and process reform, and increased external engagement with various stakeholders at all levels.

In addition, we also provide the Education Division with a full range of consulting services to include: programmatic and portfolio management support, facilitation and training, large-scale conference and event planning, logistics support, monitoring and evaluation, program assessments, informational surveys, statistical analysis, marketing and communications, technical guidance, and non-profit management for local capacity building efforts. The ongoing holistic support we deliver to the Education Division provides a strong platform for continued program development, increased efficiency, and clear utilization of best practices to meet and exceed their organizational requirements.

Office of the Chief Warfighting Integration Officer and Air Force Chief Information Officer (SAF/CIO A6)

MBC is responsible for business transformation, change management, and strategic support of the SAF/CIO A6. The SAF/CIO A6 is designated by the Secretary of the Air Force to ensure that IT systems comply with Government, DoD, and Air Force (USAF) standards; develop maintain, and facilitate the implementation of sound and integrated information technology enterprise architecture and standards; and promote the effective and efficient design and operation of all major information management processes for the USAF. The SAF/CIO A6 also serves as the functional authority for the Cyberspace Operations and Support Community (COSC) workforce.

MBC provides expert advice and strategic support related to the COSC Transformation from a support-based to an operationally-focused workforce. MBC supports the development of the COSC vision, strategy, campaign plan, strategic plan, and Transformation objectives. MBC analyzed over 30 Presidential, National, DoD, and USAF-level documents to survey the existing and planned policy, guidance, and other documentation that influenced the creation of a vision for the COSC workforce. The External Scan Analysis served as a basis for understanding exiting documentation and highlights the applicability of developing cyberspace capabilities. MBC then developed a comprehensive strategy to capture and refine the future state vision of the COSC and created a strategic plan to achieve the vision.

MBC is also involved with planning and implementing strategic communications to ensure the COSC workforce as well as affected stakeholders are informed of the vision and associated strategy. This effort includes planning message delivery (including print media, web-based media, and in-person meetings), developing communications schedules, and creating message content.