The book examines the inefficacies of stock fund management within the Air Force following the establishment of the General Officer Steering Group in 1988. It highlights the shift from an obligations to demands ratio to an obligations to sales ratio, and the redesign of the materiel acquisition control record for better oversight. However, five years later, the study reveals that these changes have not led to improvements; instead, they have resulted in increased workload, more backorders, heightened customer dissatisfaction, and diminished mission support.
