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Originally, the Air Force's Logistics Readiness Squadron (LRS) was organized to bring components of base-level logistics processes together under cross-functional process owners. Four years after the Air Force implemented that concept, however, the LRS has evolved into a collection of functional stove-pipes. Many organizational theories point to the benefits of a process-oriented organization. By grouping together the functions that contribute to a particular process, workers are not constrained by organizational boundaries, problems are more readily solved, and managers gain better situational awareness of their process' performance. Process-alignment is not a new concept for US military logistics organizations. Prior to the 20th century, many logistics units were process-oriented. The increased complexity of technology led military organizers to align logistics units by function, so that each function could most effectively manage its particular resources. Experiences from World War II through Operation DESERT STORM demonstrated the continuing need for process-owners overseeing all of the functions that contribute to their process. By aligning the squadron structure along the processes it conducts--deployment, materiel distribution, fuels distribution, base sustainment, and squadron support--the LRS can maximize the productivity of its personnel and provide more effective logistics support to Air Force wings.