The estimated costs of transportation inputs for JEP constitute the strategic lift budget, which is the primary responsibility of J-7 and the Joint Staff Comptroller (the "Payer in Figure 2).
The perspectives of the COCOM (Customer), J-7 (Payer), and USTRANSCOM (Supplier) are illustrated in Figure 3 as three different matrices of activities on inputs.
Note that in the top matrix of Figure 3, the Strategic Lift (Travel) component of the total cost of an exercise is a J-7 and Joint Staff Comptroller responsibility.
The lop customer matrix in Figure 3 offers a way to focus on how J-7's efforts might eventually contribute to and facilitate a higher-level optimization, not only within but across COCOMs.
To complete the cells of this matrix to build a planned budget for strategic lift, J-7 must first obtain estimates from the COCOMs of the number of passengers (#pax) and quantity of cargo to be transported.
Initial results from J-7's data collection efforts are illustrated in Figure 4.
Between the MOI and MOD sections, the J-7 engineers have completed more than 520 construction projects valued at more than $1.5 billion.
forces will be able to step out of the picture and hand over the J-7 functions of the MNSTC-I to the Iraqis.
The contract development cell (CDC) is a J-7 section dedicated to tracking new requirements, developing contract documents to meet those requirements, deciding upon the contract vehicle, coordinating with other MNSTC-I sections to ensure that they have provided authorization and funding for the requirements, and executing the contracting process to deliver the facilities needed by the Iraqis.
The J-7 works closely with the Coalition Air Force Training Team and the Coalition Army Advisory Training Team to provide facilities that support Iraqi force generation and force sustainment.
The J-7 works closely with all three to ensure that--