Page 12 - gfs0817_Magazine

AIR FORCE FOOD SERVICE

barbecue, Asian, Italian, and other regional/seasonal eth- discuss issues, to review operations and discuss changes based
nic cuisine. “We discussed these trends with our business on customer consumption patterns and direct feedback.
partners (Aramark and Sodexo) at our Food 2.0 bases and Current contracts the Air Force has with Aramark and
requested they provide concepts to meet the requirement,” Sodexo are five-year terms, plus two option periods of three
said Jim Krueger, chief, Air Force Food and Beverage Policy, and two years, for a total obligation of 10 years.
Procedures, Business Development and Strategic Initiatives. Air Force is now in a “life-cycle” maintenance mode
“They provided Asian and barbecue concepts, and when for the original test locations. Dining facilities that were
these programs were implemented at our operations, it was initially converted through the Food Transformation Ini-
like we opened up a new American destination concept tiative, dating back to the original six bases, are being
from outside the gate. It was well received; now we’re updated under Food 2.0 as well. A refresh recently com-
challenging our supporting vendor partners and suppliers pleted at one of the first six dining facilities updated in
with more healthier menu choices.” the Food Transformation Initiative replaced an original
The Air Force also awarded contracts to Aramark and concept with CIAO, which has smaller individual pizzas
Sodexo for an additional five bases under Portfolio 3. Aramark that are prepared to order, instead of the traditional size
was selected for Grand Forks AFB, N.D., and Malmstrom AFB, that serves multiple people. Another is Big City Grills,
which is gourmet hamburgers and Supersonic Subs, which
Air Force Services considers similar to Subway.
“A huge transformation took place when we re-
freshed our menus and equipment for Portfolio
One; we’re seeing huge success on the number
of personnel that are eating in the dining facili-
ties; sales have gone up quite a bit, which tells
us that people get tired of eating the same old
thing and they want to see change,” Spencer
said. “As soon as we made the changes, we saw
an increase in our sales.”

REFRESH STRATEGY
The Air Force Food Transformation Initiative
is completing its seventh year and had reached a
point where the plan needed to be refreshed in order
Col. Ryan Samuelson, center, 92nd Air Refueling Wing commander, and Chief to maintain the degree of success it achieved. “After six
Master Sgt. Shannon Rix, left, 92nd ARW command chief, taste test new Warrior
Mission Essential Feeding Facility options during a ribbon-cutting ceremony years, the newness wore off; our customers told us they
March 27, 2017, at Fairchild Air Force Base, Wash. Senior Airman Samantha were tired of it. We ended up refreshing, swapping out of
Acevedo, right, 92nd Force Support Squadron services journeyman, presented the brands to be more trendy; that’s what we wanted to do
the healthier, made-to-order CIAO Pizzeria to base leadership. (Photo by Senior
Airman Mackenzie Richardson, USAF.) originally,” Spencer said. “The basic strategy is still there, I
mean opening the dining facility up to everybody on the
Mont., while Sodexo has contracts for Joint Base Charles- installation and using satellite kiosks.”
ton, N.C., Scott AFB, Ill., and Seymour Johnson AFB, S.C. Spencer said the Air Force considers satellite kiosks an
The Air Force began its tranformation process in 2007, advantage over food trucks because of greater production
retooling existing contract support similar to what has capacity. “The nice thing about these satellite kiosks is the
been done within business, industry, college and university bulk of the production is done in the dining facility, then
feeding platforms: open competition using an enterprise we use re-thermalizing,” he said, “blast-chilling food, send-
approach bundling business opportunities with prequalified ing it out there to keep it food safe, and then we reheat it
contract-management firms. These firms bring additional on the other end.”
skills and resources that provide the Air Force centralized The Air Force extends access to meals by reaching air-
culinary training, additional management, executive chefs men in work areas with kiosks. “We found it successful to
for training, brand compliance and modern marketing and put the kiosk in the maintenance area because that’s where
technology resources. Portfolios are managed corporately our airmen work and need access to food,” Spencer said,
above the installation, and supporting resources are com- explaining that airmen work in central locations on base.
bined at the local installation level to meet local needs. Future enhancements being studied include ways to
“Our thought was, if they were doing this successfully reduce food waste and kitchen innovations, where Air Force
on college and university campuses, our Air Force com- Food Service can modernize different pieces of equipment.
munity is similar to these markets,” Krueger said. “That’s “We’re no longer transforming; the test is done,” Spen-
one of the reasons we brought them on board.” cer said. “It’s already been decided that the future of Air
AFSVA meets with the Aramark and Sodexo corporate Force Food Service will be Food 2.0, formerly known as
program management offices (PMO) quarterly to refine and Food Transformation.” —GFS
12 GOVERNMENT FOOD SERVICE • AUGUST 2017