Air Force

Foreign Military Sales Case Manager (Air Force)

AFSAC Command Country Manager (CCM)

Air Force Security Assistance & Cooperation Directorate (AFSAC), AFLCMC/WF

Updated 11 September 2026

The Air Force's single point of accountability for an entire partner country's FMS portfolio, managing the country relationship and directing the case team across the portfolio lifecycle.

What They Do

The case manager position

The case manager is accountable for all aspects of assigned FMS cases in compliance with applicable laws and regulations. This includes planning and execution functions as well as all financial, logistical, and acquisition matters associated with each program. The objective is to provide all articles and services within the cost and schedule estimated on the LOA. The case manager must stay on top of the assigned program and be aware of any problems that could impact the estimated cost or schedule. The case manager develops a program master plan that separates the case into management components, indicates significant activities in the execution of the case, and establishes an implementation schedule. Depending on the size or nature of the case, the plan covers the following: case description, key milestones (contract status, transportation plan, delivery schedule, training, contractor support, etc.); status, issues/risk; and key points of contact and responsibilities. The case manager provides the master plan to higher authority and to the international partner to forecast events and track progress. The master plan will be updated and reissued after significant project milestones, prior to Program Management Reviews, and as part of the development of amendments to the FMS case. Master plans are discussed in SAMM C2.2.6.

SAMM C2.2.2 — Responsibilities.

The CM is the focal point for case activities and manages all aspects of the FMS case. Tasks listed in Table C2.T1. are examples of functions that may be assigned to individuals at various organizational levels depending upon the complexity and type of case. Not all functions are applicable to every case, and complex cases may include functions not listed in the table.

Table C2.T1. - Case Manager Responsibilities
#	Responsibilities (not inclusive)
1	Serves as the central point of contact for matters related to the case. Establishes and publishes initial and long-range goals, objectives and plans for case management and execution. Issues and maintains a program master plan with key program milestones as the case is implemented.
2	Ensures program goals and objectives are in accordance with approved foreign disclosure and technology transfer requirements.
3	Considers customer transportation preferences during LOA development. Ensures transportation documents are in place (e.g., transportation plan, Communications Interoperability and Security Memorandum of Agreement (CISMOA), etc.).
4	Ensures contracting milestones are met.
5	Ensures appropriate integration of requirements such as supply requisitions, contracts, training, etc. are accomplished with internal and external organizations.
6	Ensures funding is in place and financial requirements are met.
7	Ensures material and services performance is met in relation to required performance specifications. Ensures that appropriate actions are taken to maintain accountability of training events, to include Defense Security Assistance Management System - Training Module (DSAMS-TM) entry.
8	Ensures that delivery and performance reports are timely and accurate. Checks that automated records and data sources, such as Security Cooperation Information Portal (SCIP), reflect accurate information.
9	Maintains a case file of significant events, documents, and decisions. Ensures that case records are retained for a period of 10 years after final closure in accordance with DoD 7000.14-R Department of Defense Financial Management Regulation (DoD FMR), Volume 15, Chapter 6.
10	Reconciles the case throughout its lifecycle starting with implementation and prepares the case for closure.
11	Becomes familiar with policies, management information systems, internal and external organizational elements, and the stages of the FMS process.

Synced 11 September 2026 · View on samm.dsca.mil

Where the seat sits in the Air Force

The Office of the Deputy Under Secretary of the Air Force for International Affairs (SAF/IA) is the Air Force headquarters element for Security Cooperation. In addition to headquarters functions performed by Army DASA DE&C and NIPO, SAF/IA also has extensive political and military responsibilities. SAF/IA receives LORs for major system programs but generally tasks the Air Force Security Assistance and Cooperation (AFSAC) Directorate at Wright-Patterson AFB, Ohio, to prepare the case. AFSAC is also the Air Force ILCO in that it receives LORs and writes, signs, and manages cases for follow-on support.

For follow-on support that will be provided from Air Force Materiel Command (AFMC) assets, the Air Force Security Assistance and Cooperation (AFSAC) Directorate at Wright-Patterson Air Force Base, OH, prepares, processes, and oversees the performance of the applicable FMS cases. AFSAC has also assumed from SAF/IA the writing of system sales cases.

Air Force directs the management of its FMS business on a line-by-line basis. SAF/IA or AFSAC, as applicable, assigns line management responsibility to the major command having cognizance over the article or service being provided and a Security Assistance Program Manager (SAPM) to oversee the development and execution of major FMS system acquisition LOAs.

Receiving the Letter of Request and building the case

The IA must process the LOR so case development can begin. The individual responsible for doing this is generally found at the headquarters element of the IA’s security assistance organization. This person may be referred to as the country director, country program director (CPD), country program manager (CPM), command country manager (CCM), or country desk officer. Normally, the country director will process all LORs the IA receives for a given country or region. However, for large and complex FMS programs, there may be more than one country director assigned.

For major system sales, the case manager must coordinate with weapon system program managers and item managers to determine the LOA line items to be included on the case to meet requirements identified in the international partner’s LOR. Cost and availability estimates are developed for all articles and services included in each LOA line. These estimates may be based on current DOD inventories or on information from U.S. defense contractors.

Through execution to closure

The case manager cannot accomplish all these objectives alone. Effective case management requires frequent communication with the weapon system program manager, the contracting officer, and numerous other key personnel in other organizations. When potential cost overruns or delays are identified, the case manager is expected to consult with the program manager, the contractor, and the international partner to ensure all potential options are explored and informed decisions can be made. Case amendments and modifications should be processed promptly to ensure the case reflects up-to-date estimates and descriptions for the program. After all articles and services have been provided, the case manager ensures that cases are closed in a timely manner.

Case management organizations and procedures vary among the MILDEPs. The case manager for blanket order or Cooperative Logistics Supply Support Arrangement (CLSSA) cases normally resides at the applicable MILDEP International Logistics Control Office (ILCO). The case manager for defined order cases may be in the ILCO or in the MILDEP weapon system program office. The case manager for training cases resides at the MILDEP security assistance training organization.

SAMM C2.2.5

If any situation arises that puts at risk the USG’s ability to meet a commitment made to an international partner or that results in an operational, political, or readiness impact to the international partner or CCMD priority case, the CM is responsible to forward the matter through the appropriate MILDEP/Defense Agency FMS channel to alert the DSCA (Office of International Operations, Regional Execution Directorate (IOPS/REX)) Country Portfolio Director (CPD)/(Office of Business Operations, Financial Policy & Regional Execution Directorate (OBO/FPRE)) Country Finance Director (CFD) in writing. The purpose of this communication is to inform the broader security cooperation (SC) enterprise in advance and coordinate a unified response to the international partner. However, if the situation also poses an immediate safety risk (to include safety of flight, safety of use, etc.) to the international partner’s use of delivered defense articles, instead of prompting a fully coordinated response, the IA will immediately notify the international partner of the safety risk with an information copy sent to the DSCA CPD/CFD and appropriate MILDEP/Defense Agency FMS channel. See Section C6.2.3.

Synced 11 September 2026 · View on samm.dsca.mil

Active Pipeline Stages

Where this role is most involved across the FMS pipeline:

00Pre-LOR — Requirements & Engagement 01Letter of Request SubmissionSingle transmission; precedes Assessment 02LOR AssessmentLOR Advisory comments are due in 10 working days; RFI cycles add time 03Case Development / LOA PreparationCase development standards per SAMM C5.T9: Category A within 45 days, Category B within 100 days, Category C within 150 days, Category D within 60 days — each for 85% of documents 05LOA OfferedSingle action; the LOA carries an Offer Expiration Date set by the Implementing Agency — extensions per SAMM C5.6.12.1 06Partner AcceptanceWeeks to months depending on partner domestic approval process 07ImplementationImplementation milestone is a single DFAS posting; transitions to multi-year execution 08Execution 09Reconciliation & ClosureACCP goal: close within 24 months of Supply/Services Complete (36 months for training cases), per SAMM C16.3

Who They Work With

The most frequent counterparts across an FMS case:

Embassy SCO Chief (ODC / OSC)U.S. Embassy Security Cooperation Organization, under the Senior Defense Official / Defense Attaché (SDO/DATT)Foreign Liaison Officer (FLO)Partner nation military, embedded at a U.S. Implementing Agency (AFSAC, USASAC, NAVSUP WSS, or a SYSCOM)Weapon System Program OfficeMilitary Department program management office for the weapon system SAF/IA Country DirectorAir Force Secretariat — International Affairs (SAF/IAR regional division)

Cross-Service Terminology

The Army's counterpart is the USASAC Country Program Manager; the Army divides the work between two seats, the Country Program Manager and the Central Case Manager. The Navy's counterpart is the NIPO Country Director. The SAMM's term for this position is Case Manager (Table C2.T1); AFSAC's name for it is Command Country Manager. 'Portfolio manager' is an unofficial analogy for the CCM that people outside FMS recognise, not a separate position. At AFSAC, 'case manager' names an administrative position that works in DSAMS.

References

Drawn exclusively from publicly available authorities.

SAMM

SAMM C2.2.1.1
SAMM C2.2.2 — Responsibilities.
SAMM C2.2.4 — Authority.
SAMM C1.3.2.6.1.3.3.1
SAMM C2.2.5
SAMM C2.2.3 — Accountability.
SAMM C5.T3A — Military Department Organizations Authorized to Receive Letters of Request
SAMM C2 — C2 - Security Cooperation Organization and Case Manager Responsibilities; Security Assistance Planning and Survey Teams
SAMM C2.T1 — - Case Manager Responsibilities
SAMM C5.6.11.9
SAMM C6.1.3.1
SAMM C2.2.6 — Case Reporting and the Master Plan.

Public authorities

Air Force Materiel Command Instruction 16-101 — AFMCI 16-101
Air Force Policy Directive 16-1, International Affairs — AFPD 16-1

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