POLICY TRACK

The Challenge of Moving From Performance Based Logistics to An Operational Logistics Framework

Russell E. Bryant, Jr.PEO(IWS) 2E24

russell.bryant@navy.mil202-781-1973

OUTLINE• Take Aways• Why Value Chains – Objective• Edges and Constraints• Model and Joint/Services Unified Task Lists• Countering Constraints and Gaps• Measurement Hierarchy Framework• Realworld Components To Solve ECOGs• Framework Examples and Discussion• Summary and Discussion

STIMULATE THINKING AND DISCUSSION –OFFER A SHIFT IN FRAMEWORK

TAKE AWAYS

• Challenged to Adjust and Transform - QDR, DoD 5000, JCIDS, and NDS

• Deliver Capabilities to The Warfighters as Value Chain• Opportunities for Better Flow Through All Components

and Partners• Tools and Methods are Available and Being Used• Opportunities to Leverage Other Sources and Ideas• Developing Larger Understanding of Flow to Address

Edges, Challenges, Opportunities, and Gaps (EGOGs)• Can Assist in the Transition to National Security

Personnel System

WHY VALUE CHAIN - OBJECTIVE

• Seamless Flow of Materials and Productas Resource Flow

“In order to lower this cost [static inventory], logistics andtransportation providers are investing in faster and more efficientshipping, aviation, rail, and trucking fleets; constructing seamlesschains; consolidating distribution networks; upgrading tracking,communication, and database technologies. This “value-chaininventory opportunity” is a powerful driver of the transportationand logistics revolution.”

Beyond Border Control, Foreign Affairs, Flynn (Nov/Dec 2000)

NUMEROUS CALLS FOR TRANSFORMATION AND IMPROVED ALIGNMENT

- Paying Attention to the MAIN THING -

Tools and MetricsFleet Forces Value Chain

Enterprise Mission

Financial Management – Resource Allocation

Coo

rdin

atio

n an

d C

olla

bora

tion

Establish and Communicate Mission, Vision, Principles, Culture

Supporting Metrics

Knowledge Management and Support

Headquarters / Staff Analysis and Support – Policies, Structure, Mechanisms

Human Resources Management – manpower selection, apportionment, training, evaluation

Customer Requirements

andRisk

Assessment

DeployForces

Asses

s

Perfo

rman

ce

FutureWarfighting Capabilities

CombatReadiness

Customers:COCOMs

CNO

CombatPower

Maintenance Mangement and Support

Logistics Management and Support

Training Infrastructure Management and Support

Title 10 Responsibilities

and Resource Allocation

ManTrainEquip

Maintain

• Execution Metric (Surge-Ready Forces)• Investment Metric (Ewave)

• Subordinate Metrics• Metric Assessment Tools (Earned Value, etc.)

ComponencyPlanning

AndExecution

Customers: COCOMS and CNO

VALUE CHAIN AS A NETWORK OR INFLUENCE NET

TWO VIEWS OF EDGES - CONSTRAINTS

• Power to the Edge – Alberts & Hayes

“Power to the edge is about changing the way individual, organizations, and systems relate to one another and work. Powerto the edge involves the empowerment of individuals at the edgeof the organization (where the organization interacts with itsoperating environment) or, in the case of systems, edge devices.Empowerment involves expanding access to information and theelimination of unnecessary constraints. For example,empowerment involved providing access to available informationand expertise and the elimination of procedural constraintspreviously needed to deconflict elements of the force in theabsence of quality information.” (Emphasis in source.)

SUPPORTS AGILITY AND EXPEDITIONARY NATURE OF U.S. FORCES

TWO VIEWS OF EDGES - CONSTRAINTS

• FMFM-1 – Interfaces and Weak Points – Grey, Commandant USMC

“we should focus our efforts against a critical enemy vulnerability.Obviously, the more critical and vulnerable, the better. But this isby no means an easy decision, since the most critical object may[N]ot be the most vulnerable. In selecting an aim, we thusrecognize the need for sound military judgment to compare thedegree of criticality with the degree of vulnerability and to balanceboth against our own capabilities. Reduced to the simplest terms,we should strike our enemy where and when we can hurt himmost.” (Emphasis in source.)

DELIVERY OF MISSION WARFIGHTING CAPABILITIES PACKAGES AND COMBAT POWER IN ALL FORMS

MODEL & JOINT SERVICES TASK LISTS

• Systems Acquisition to Operational Logistics

• Universal Joint Task List• Services Task Lists (Naval, Army, and

Air Force)

• Doorway to Edges, Challenges, Opportunities, and Gaps (ECOGs)

FROM PROGRAM TOCAPABILITIES DELIVERY AND VALUE CHAIN NETWORK

OPERATINGCOMMANDS

OPERATING &SUPPORT UNITS

STUDIES &ANALYSIS

PMO• Engineering• Production• Logistics• New Equip. Trng

OT&E DT&E

ANALYSIS MODELS

ENGINEERING, RAM, TEST BEDS, HW/SWIL,HUMAN-IN-LOOP, VIRTUAL PROTOTYPES,

ETC . . .

MISSIONREHEARSAL

VIRTUALSYSTEMSTRAINING

THEATER/CAMPAIGNMISSION/BATTLE

ENGAGEMENT MODELS

NEED MATERIEL ALTERNATIVES

BUILDDEPLOYMENT

WARFIGHTINGCAPABILITY

DEFENSEGUIDANCE

FEEDBACK

DESIGN

OPERATIONAL RISK PROGRAMMATIC RISK

SYSTEMS ACQUISITION PROCESS CYCLE

OPERATINGCOMMANDS

OPERATING &SUPPORT UNITS

STUDIES &ANALYSIS

PMO• Engineering• Production• Logistics• New Equip. Trng

OT&E DT&E

ANALYSIS MODELS

ENGINEERING, RAM, TEST BEDS, HW/SWIL,HUMAN-IN-LOOP, VIRTUAL PROTOTYPES,

ETC . . .

MISSIONREHEARSAL

VIRTUALSYSTEMS

TRAINING

THEATER/CAMPAIGN

MISSION/BATTLE

ENGAGEMENT MODELS

NEED MATERIEL ALTERNATIVES

BUILDDEPLOYMENT

WARFIGHTINGCAPABILITY

DEFENSEGUIDANCE

FEEDBACK

DESIGN

OPERATIONAL RISK PROGRAMMATIC RISK

LOGISTICS

MANUFACTURING

MISSIONWARFIGHTINGCAPABILITIESCONTRIBUTIONS

DISTRIBUTEDINTERACTIVESIMULATION

SYSTEMS ACQUISITION PROCESS CYCLE

TRAINING, TACTICS, TECHNIQUES, andPROCEDURES/CONCEPTS OF OPERATIONS

NATIONAL / DEFENSEINFORMATIONINFRASTRUCTURE

EVOLVING TO OPERATIONAL LOGISTICS

A Visualized Framework -STRATEGIC Through TACTICAL

STRATEGIC

CAMPAIGNS

OPERATIONAL

TACTICAL

ACCOMPLISHOBJECTIVES OF

NATIONAL MILITARYSTRATEGY

CONDUCTSTRATEGIC

DEPLOYMENT &REDEPLOYMENT

SN 1

DEVELOP NATIONALSTRATEGIC

INTELLIGENCESURVEILLANCE &

RECONNAISSANCESN 2

EMPLOYFORCES

SN 3

PROVIDESUSTAINMENT

SN 4

PROVIDESTRATEGICDIRECTION

ANDINTEGRATION

SN 5

CONDUCTMOBILIZATION

SN 6

CONDUCTFORCE

DEPLOYMENT

SN 7

FOSTER MULTI-NATIONAL ANDINTERAGENCY

RELATIONSSN 8

MANAGESTRATEGIC

DETERRENCE OFCBRNE WEAPONS

SN 9

STRATEGICNATIONAL

ACCOMPLISHOBJECTIVES OFTHEATER AND

CAMPAIGN STRATEGY

DEPLOYCONCENTRATEAND MANEUVER

THEATER FORCESST 1

CONDUCT THEATERSTRATEGIC INTELLIGENCE

SURVEILLANCE &RECONNAISSANCE

ST 2

EMPLOYTHEATER

STRATEGICFIREPOWER

ST 3

SUSTAINTHEATERFORCES

ST 4

PROVIDE THEATERSTRATEGIC COMMAND

& CONTROL,COMMUNICATIONS,

AND INTEGRATION (C4)ST 5

COORDINATETHEATER FORCE

PROTECTION

ST 6

ESTABLISHTHEATER FORCE

PROTECTION

ST 7

DEVELOPMAINTAIN

ALLIANCE &REGIONALRELATIONS

ST 8

COORDINATECOUNTER-

PROLIFERATIONIN

THEATERST 9

STRATEGICTHEATER

ACCOMPLISHOBJECTIVES OFSUBORDINATE

CAMPAIGNS & MAJOROPERATIONS

CONDUCTOPERATIONAL

MOVEMENTAND MANEUVER

OP 1

PROVIDEOPERATIONALINTELLIGENCE

SURVEILLANCE &RECONNAISSANCE

OP 2

EMPLOYOPERATIONALFIREPOWER

OP 3

PROVIDEOPERATIONALLOGISTICS &PERSONNEL

SUPPORTOP 4

PROVIDEOPERATIONALCOMMAND &

CONTROL (C2)

OP 5

PROVIDEOPERATIONAL

FORCEPROTECTION

OP 6

COUNTERCBRNE WEAPONS

IN JOA

OP 7

OPERATIONAL

ACCOMPLISHOBJECTIVES OF

BATTLESAND ENGAGEMENTS

DEVELOPCONDUCT

MANEUVER

TA 1

DEVELOPINTELLIGENCE

TA 2

EMPLOYFIREPOWER

TA 3

PERFORMLOGISTICS

AND COMBATSERVICESUPPORT

TA 4

EXERCISECOMMAND

ANDCONTROL

TA 5

PROTECTTHE

FORCE

TA 6

OPERATEIN A

CBRNEENVIRONMENT

TA 7

UNIVERSALNAVALTASKLIST

ARMYUNIVERSAL

TASKLIST

AIR FORCETASKLIST

TACTICAL

Chairman Joint Chiefs of Staff Manual (CJCSM) 3500.04C – Universal Joint Task List of 01 JULY 2002

UNIVERSAL NAVAL TASK LISTACCOMPLISHUNIVERSAL

NAVALTASK LIST IN

TACTICAL ENVIRONMENT

DEPLOYFORCES/CONDUCT

MANEUVER

NTA 1

DEVELOPINTELLIGENCE

NTA 2

EMPLOYFIREPOWER

NTA 3

PERFORMLOGISTICS

AND COMBATSERVICESUPPORT

NTA 4

EXERCISECOMMAND

ANDCONTROL

NTA 5

PROTECTTHE

FORCE

NTA 6

UJTLTACTICAL

-MOVE NAVAL TACTICAL FORCES-NAVIGATE AND CLOSE FORCES

-MAINTAIN MOBILITY-CONDUCT COUNTER-MOBILITY

-DOMINATE THE OPERATIONAL AREA

-PLAN AND DIRECT INTELLIGENCEOPERATIONS

-COLLECT DATA AND INTELLIGENCE-PROCESS AND EXPLOIT COLLECTE

INFO/INTELLIGENCE-PRODUCE INTELLIGENCE

-DISSEMINATE AND INTEGRATEINTELLIGENCE

-PROCESS TARGETS-ATTACK TARGETS

-CONDUCT COORDINATEDSPECIAL WEAPONS ATTACK

-ARM-FUEL

-REPAIR/MAINTAIN EQUIPMENT-PROVIDE PERSONNEL AND SUPPORT

-PROVIDE TRANSPORTATION SERVICES-SUPPLY THE FORCE

-PERFORM CIVIL MILITARYENGINEERING SUPPORT-CONDUCT CIVIL AFFAIR

IN AREA-TRAIN FORCES AND

PERSONNEL-PERFORM RESOURCE

MANAGEMENT-PROVIDE OPERATIONAL LEGAL ADVICE

-PROVIDE HEALTH SERVICES-CONDUCT RECOVERY/SAVAGE

-ACQUIRE, PROCESS COOMUNICATEINFORMATION AND MAINTAIN STATUS

-ANALYZE AND ASSESS SITUATION-DETERMINE AND PLAN ACTIONS

AND OPERATIONS-DIRECT, LEAD AND COORDINATE

FORCES-CONDUCT INFORMATION WARFARE (IW)

-CONDUCT ACOUSTIC WARFARE-ESTABLISH A TASK FORCE

HEADQUARTERS-PROVIDE PUBLIC AFFAIRS SERVICES

-ENHANCE SURVIVABILITY-RESCUE AND RECOVERY-PROVIDE SECURITY FOR

OPERATIONALFORCES AND MEANS

-PROVIDE DISASTER RELIEF

OPNAVINST 3500.38A/USCG COMDINST M3500.14 of 01 MAY 2001

ARMY UNIVERSAL TASK LIST

UJTLTACTICAL

ACCOMPLISHARMY

UNIVERSALTASK LIST IN

TACTICAL ENVIRONMENT

INTELLIGENCE

ART 1

MANEUVER

ART 2

FIRESUPPORT

ART 3

AIRDEFENSE

ART 4

MOBILITY/COUNTERMOBILITY/

SURVIVABILITY

ART 5

COMBATSERVICESUPPORT

ART 6

COMMANDAND

CONTROL

ART 7

CONDUCTTACTICALMISSION

TASKS AND OPERAITONS

ART 8

-CONDUCT OFFENSIVEOPERATIONS

-CONDUCT DEFENSIVEOPERATIONS

-CONDUCT STABILITYOPERATIONS

-CONDUCT SUPPORTOPERATIONS

-CONDUCT TACTICALMISSION TASKS

-ESTABLISH COMMAND POSTOPERATIONS

-MANAGE TACTICAL INFORMATION-ASSESS THE TACTICAL SITUATION

AND OPERATIONS-PLAN TACTICAL OPERATIONS

USING THE MDMP/TLP-PREPARE FOR TACTICAL OPERAITONS

-EXECUTE TACTICAL OPERATIONS-SUPPORT THE COMMANDER’SLEADERSHIP RESPONSIBILITIES

FOR MORALE, WELFARE,AND DISCIPLINE

-CONDUCT CONTINUOUSOPERATIONS

-DEVELOP AND IMPLEMENT ACOMMAND SAFETY PROGRAM

-CONDUCT PUBLIC AFFAIRSOPERATIONS

-PROVIDE SUPPLIES-PROVIDE MAINTENANCE

-PROVIDE TRANSPORTATION SUPPORT-PROVIDE SUSTAINMENT SUPPORT

-PROVIDE FORCE HEALTH PROTECTIONIN A GLOBAL ENVIRONMENT

-PROVIDE HUMAN RESOURCE SUPPORT-PROVIDE CONTRACTING SUPPORT

-PROVIDE DISTRIBUTION MANAGEMENT-CONDUCT INTERNMENT AND

RESETTLEMENT ACTIVITIES-CONDUCT CIVIL-MILITARY OPERATIONS

-CONDUCT MOBILITYOPERATIONS

-CONDUCTCOUNTERMOBILITY

OPERATIONS-CONDUCT SURVIVABILITY

OPERATIONS

-PREPARE TO DEFENDAGAINST AIR ATTACK

AND AERIALSURVEILLANCE

-PROCESS TACTICALAERIAL PLATFORM-DESTROY AERIAL

PLATFORMS-DENY THE ENEMYUSE OF AIRSPACE

-SUPPORT TO SITUATIONAL

UNDERSTANDING-SUPPORT TO

STRATEGICRESPONSIVE\NESS

-CONDUCT INTELLIGENCE,SURVEILLANCE ANDRECONNAISSANCE

-PROVIDE INTELLIGENCESUPPORT TO EFFECT

-PERFORM TACTICALACTIONS ASSOCIATED

WITH FORCEPROJECTION AND

DEPLOYMENT-CONDUCT TACTICAL

MANEUVER-CONDUCT TACTICALTROOP MOVEMENTS-CONDUCT DIRECT

FIRES-OCCUPY AN AREA

-EMPLOY SERETECHNIQUES

-DECIDE SURFACETARGETS TO

ATTACK-DETECT AND

LOCATE SURFACETARGETS

-EMPLOY FORESTO INFLUENCETHE WILL AND

DESTROY,NEUTRALIZE OR

SUPPRESSENEMY FORCES

ARMY MANUAL FM 7-15 of 31 AUGUST 2003

AIR FORCE TASK LIST

UJTLTACTICAL

ACCOMPLISHAIR FORCE

TASK LIST INTACTICAL ENVIRONMENT

PROVIDE AIRAND SPACE

SUPERIORITY

AFT 1

PROVIDEPRECISION

ENGAGEMENT

AFT 2

PROVIDEINFORMATIONSUPERIORITY

AFT 3

PROVIDEGLOBALATTACK

AFT 4

PROVDECOMMAND

ANDCONTROL

AFT 7

PROVIDEAGILE

COMBATSUPPORT

AFT 6

PROVIDERAPID

GLOBALMOBILITY

AFT 5

-PROVIDEINFORMATIONOPERATIONSCAPABILITY

-PROVIDE LETHALPRECISION

ENAGAGEMENTCAPABILITIES

-PROVIDE NONLETHALENGAGEMENTCAPABILITIES

-PROVIDE CSARCAPABILITES

-PROVIDE COUNTERAIRCAPABILITIES

-PROVIDE COUNTERSPACECAPABILITES

-PROVIDE STRATEGICATTACK CAPABILITIES

-PROVIDE COUNTERLANDCAPABILITIES

-PROVIDE COUNTERSEACAPABILITIES

-PROVIDE SPECIALOPERATIONS FORCES

EMPLOYMENTCAPABILITIES

-PROVIDE AIRLIFTCAPABILITIES-PROVIDE AIRREFUELING

CAPABILITIES-PROVIDE

SPACELIFTCAPABILITIES-PROVIDE AIR

EXPEDITIONARYFORCE (AEF)CAPABILITIES

-PROVIDE THE CAPABILITY TOREADY THE FORCE

-PROVIDE THE CAPABILITY TOPROTECT THE FORCE

-PROVIDE THE CAPABILITY TOPREPARE THE

OPERATIONAL ENVIRONMENT-PROVIDE THE CAPABILITY TO

POSITION THE FORCE-PROVIDE THE CAPABILITY TO

EMPLOY THE FORCE-PROVIDE THE CAPABILITY TO

SUSTAIN THE FORCE-PROVIDE THE CAPABILITY TO

RECOVER THE FORCE

-MONITOR GLOBALCONDITIONS AND EVENTS

-ASSESS GLOBALCONDITIONS AND EVENTS

-PLAN MILITARYOPERATIONS

-EXECUTE MILITARYOPERATIONS

AIR FORCE DOCTRINE DOCUMENT 1-1 of 12 AUGUST 1998

LOGISTICS - DEFINED

The science of planning and carrying out the movement and maintenance of forces. In its most comprehensive sense, those aspects of military operations which deal with:

a. design and development, acquisition, storage, movement, distribution, maintenance, evacuation, and disposition of materiel;b. movement, evacuation, and hospitalization of personnel;c. acquisition or construction, maintenance, operation, and disposition of facilities; and,d. acquisition or furnishing of services.

Joint Pub 1-02 & Naval Doctrine Publication 4 - Naval Logistics

COUNTERING CONSTRAINTS AND GAPS

• The Goal – Goldratt & Fox

• The Balanced Score Card – Kaplan & Norton

• The Power of Alignment – Labovitz & Rosansky

SEAMLESS DELIVERY OF COMBAT POWER TO THE WARFIGHTER, COMMANDER FLEET FORCES COMMAND

Environment

Force

C2 Systems

C2 SubSystems

ElementDPMoP MoCEMoFE MoPE

RELATIONSHIPS OF MEASURES OF MERIT

REAL WORLD CONNECTIONS• Hierarchical Probabilistic Models for Operational-Level

Course of Action Development – Falson, Zhang, and Davis, 2001

• An Architecture for Decision Support in a Wargame –Bienvenu, Wagenhals, Shen, and Levis, 2001

• Modeling Support of Effects-Based Operations in War Games – Wagenhals & Levis, 2002

• Value Focused Thinking: Guiding C2 Systems Interface Design – Miller, 2004

• First Operational Requirements Document (ORD) of the Millennium-Next Generation Aircraft Carrier – Webb, 2000

• Blind Man’s Bluff – The Untold Story of American Submarine Espionage – Sontag and Drew, 1999

• JV-2010/JV-2020/National Defense Strategy 2005

A Visualized Framework -STRATEGIC Through TACTICAL

STRATEGIC

CAMPAIGNS

OPERATIONAL

TACTICAL

NATIONAL SECURITYSTRATEGY

NATIONAL MILITARYSTRATEGY

SERVICE STRATEGIES & MISSION, VISION

SERVICE AGENCY OR COMMAND MISSION,

VISION

NSSC STRATEGY, MISSION, & VISION

PEO & DIRECTORATEMISSION & VISIONs

PROGRAM OFFICE &DIVISION MISSION &

VISION

ROUTINE & DAILYOPERATIONS

ProtectProtect

PreventPrevent

PrevailPrevail

The United States Against

External Attacks and Aggression

Conflict and

Surprise

Against

In Support of the Objectives of the National Defense Strategy thIn Support of the Objectives of the National Defense Strategy the e Armed Forces Conduct Military Activities GloballyArmed Forces Conduct Military Activities Globally

NDSNDS 20052005

National Military Strategy

Adversaries

JO TNI

S TA FFCHIE FS OF

Synergy -Emerging Operational Concepts

Enabled By Information SuperiorityAnd Technological Innovation ...

Fused Through CoFused Through Co--evolution ofevolution ofDOTMLPDOTMLP--FF

Full Spectrum Dominance

PrecisionEngagement

DominantManeuver

Full DimensionalProtection

Focused Logistics

FullFullSpectrumSpectrum

DominanceDominance

Synergism achieved onlythrough co-evolution of:Joint DoctrineAgile OrganizationsJoint Training & EducationEnhanced MaterielInnovative Leadership, High Quality People, andRequisite Facilities

DOTMLPF

Derived From: Joint Vision 2010 Standard Brief

Challenging 21st Century Military and Civilian Security Environment

Challenging 21st Century Military and Civilian Security Environment

Non-State Actors

Transnational Actors

Information Security

Peacekeeping

Failed StatesDerived from: Joint Vision 2010/2020 Standard Briefs

Anti-IGO / NGOTerrorism

Anti-Civilian

Terrorism

Terrorism

Anti-Military

Tools and MetricsFleet Forces Value Chain

Enterprise Mission

Financial Management – Resource Allocation

Coo

rdin

atio

n an

d C

olla

bora

tion

Establish and Communicate Mission, Vision, Principles, Culture

Supporting Metrics

Knowledge Management and Support

Headquarters / Staff Analysis and Support – Policies, Structure, Mechanisms

Human Resources Management – manpower selection, apportionment, training, evaluation

Customer Requirements

andRisk

Assessment

DeployForces

Asses

s

Perfo

rman

ce

FutureWarfighting Capabilities

CombatReadiness

Customers:COCOMs

CNO

CombatPower

Maintenance Mangement and Support

Logistics Management and Support

Training Infrastructure Management and Support

Title 10 Responsibilities

and Resource Allocation

ManTrainEquip

Maintain

• Execution Metric (Surge-Ready Forces)• Investment Metric (Ewave)

• Subordinate Metrics• Metric Assessment Tools (Earned Value, etc.)

ComponencyPlanning

AndExecution

Customers: COCOMS and CNO

TAKE AWAYS• Capabilities Produced for The Warfighters as Value

Chain Through Transformation and Adjustment

• Opportunities for Better Flow Through All Components & Partners by Becoming Seamless

• Tools and Methods are Available and Being Used

• Opportunities to Leverage Other Sources and Ideas

• Developing Larger Understanding of Value Chain Flow to Address Edges, Challenges, Opportunities, and Gaps (EGOGs)

• Can Assist in the Transition to National Security Personnel System Through Seeing The Value Chain

Every Sailor is a Sea Warrior

Every Sailor, Soldier, Airman,And Marine is A Warrior

Why Warriors?

"We set about making U.S. Forces more agile and more expeditionary. When we say "agile" some people seem to think it means making the military "smaller." It does not. It is the shape of the forces, not the size.. "

Defense Secretary Rumsfeld, 17 Feb, 2005.

OUR PEOPLE are the Jewel of the Force!Former SECNAV Danzig

OUR PEOPLE are the Jewel of the Force!Former SECNAV Danzig

TechnologyChanges

DoctrinalChanges

OrganizationalChanges

Revolution inMilitary Affairs

DOTMLP-FDOTMLP-FWITHOUT A BASE, THE REST WOULD COLLAPSE

WHAT MAKES RMA?

Bottom Line: Warfighter Confidence& Affordable, Faster Transition

Bottom Line: Warfighter Confidence& Affordable, Faster Transition

Right Materiel, Right Place,Right Time, at the Right Cost -Right Materiel, Right Place,Right Time, at the Right Cost - All The TimeAll The Time