Over the past two decades the logistics career field has incorporated more sweeping organizational transformations than were attempted in the preceding 40 years. Change in the logistics arena has taken many forms from decentralization to centralization, centralization to decentralization, chain of command realignments, and consolidation of career fields from specialists to generalists. Many of the changes were very necessary and appropriate to integrate technology and adapt to the operational environment. However, it is important to recognize constantly recurring organizational change often causes turmoil which can increase costs and lead to motivational problemsespecially when successive senior leaders simply amend the organization back to its previous construct. The most recent logistics reorganization, which still endures today, was resultant of the 2001 Chief of Staff of the Air Force Logistics Review. This catalytic event completely transformed the logistics community. It was the vanguard event which not only established todays aircraft maintenance structure, but also established the Logistics Readiness Officer and the Logistics Readiness Squadron. This paper argues that the Air Force has appropriately organized and located the Logistics Readiness Squadron within the Mission Support Group to optimize mission accomplishment enabled by process oriented management, practical span of control, and effective officer development to operate in both Air Force and joint arenas. Analysis will center on the evolution of the Logistics Readiness Squadron and the Logistics Readiness Officers development as a career field throughout the last two decades.