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The purpose of this research was to study and assess the teaming process employed by Aerospace Expeditionary Force Center (AEFC) when sourcing and aggregating Expeditionary Combat Support (ECS) assets and develop a decision analysisbased value model for their internal use. The study gathered and analyzed input from recently deployed commanders and homestation commanders to solidify factors of importance in relation to team cohesion and mission effectiveness. In addition, it compared AEFC sourcing cell and field commander inputs on the importance of factors that contribute to meeting Combatant Commander and homestation mission objectives. The culmination of this effort is the development of a value model to guide members of the ECS sourcing team toward maximizing effective utilization of available assets within the constraints of deployment rule sets. Results indicate that a common value model cannot be applied to all ECS functional areas individually due to wide variance in operational stress and career field health levels. However, the research determined that a value model can be used to assess and compare the overall desirability of ECS sourcing solutions. Additionally, it identified several value measures for AEFC leadership to consider using during their teaming analysis process.
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