DLA Supply Support to the DoD Maintenance Enterprise · Full Spectrum Global Support Distribution...
Transcript of DLA Supply Support to the DoD Maintenance Enterprise · Full Spectrum Global Support Distribution...
2011 DoD Maintenance Symposium Panel
DLA Supply Support to the DoD Maintenance Enterprise
November 14, 2011 Fort Worth Convention Center
Fort Worth, Texas
Today’s Panel Members Ms. Lisha H. Adams, SES Deputy Chief of Staff for Support Operations Army Materiel Command, G-4
Mr. Michael T. Madden, SES Executive Deputy Marine Corps Logistics Command
Ms. Lorna B. Estep, SES Deputy Director of Logistics Directorate of Logistics and Sustainment Headquarters Air Force Materiel Command/A4
Mr. William H. Budden, SES Deputy Commander DLA Distribution
Mr. James M. McClaugherty, SES Deputy Commander DLA Land and Maritime Panel Moderator
Rules of the Road
• “Perfect Storm” for DoD on the Horizon
• An Exhausted Nation with Deep Economic Issues; Tightening DoD Budgets; “Tired Iron”; Short Window of Opportunity
• MUCH to do with Diminishing Opportunities to Perform
• Complicated by New DoD Roles and Missions
• BRAC 05 the “Change Agent”
• DLA Now Must be Ambidextrous in Wholesale AND Retail Supply Support
• Our Mission Today – Explore This New Calculus on Behalf of the DoD Maintenance Community
CREATIVE TENSION ENCOURAGED!!
Full Spectrum Global Support
Distribution • 26 Distribution Centers
• $100B DoD Inventory
• 45.4M sq ft covered storage
Strategic Materials • Critical items such as
titanium, cobalt, and
tungsten
Disposition Services • Co-located with customers
• Over $25B per year
• Reutilization & Marketing
• Reverse Logistics
Services • Document Services
• Transaction Services
Theater Support • DLA Europe & Africa
• DLA Pacific
• DLA Central
Supply Chains • Land Systems
• Maritime Systems
• Aviation Systems
• Fuel/Energy
• Subsistence
• Medical
• Clothing & Textile
• Construction & Equip
• Logistics Information
Service
WARFIGHTER-FOCUSED, GLOBALLY RESPONSIVE, FISCALLY RESPONSIBLE SUPPLY CHAIN LEADERSHIP
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Global Supply Chains Troop Support
• CLI: Subsistence
– Food Service – Produce – Operational Rations
• CLII: Clothing & Textile
– Recruit Clothing – Organizational Clothing &
Individual Equipment
• CLIV/VII: Construction & Equipment
– Facilities Maintenance – Equipment – Wood Products – Safety & Rescue Equipment
• CLVIII: Medical
– Pharmaceutical – Medical/Surgical Equipment
Aviation
• CLIX:
– Engine Components, Air Frames – Flight Safety Equipment, Maps – Environmental Products
Land and Maritime
• CLIX: Maritime
– Valves, Fluid Handling – Electrical/Electronics – Motors, Packing/Gaskets
• CLIX: Land
– Wheeled,Tracked & Heavy Vehicle Parts – Vehicle Maintenance Kits – Power Transmission/Engine/Suspension
Components – Tires, Batteries and Small Arms Parts
Energy
• CLIII: Energy
– DoD Executive Agent for all Bulk Petroleum – Natural Gas, Coal, Electricity – Aerospace Energy
WARFIGHTER-FOCUSED, GLOBALLY RESPONSIVE, FISCALLY RESPONSIBLE SUPPLY CHAIN LEADERSHIP
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Industrial Distribution Support
• Consolidate supply, storage and distribution functions and associated
inventories that support the industrial site.
• Storage and distribution way ahead
– Process flow
– Organizational Alignment
Exploit Distribution Experience
WARFIGHTER-FOCUSED, GLOBALLY RESPONSIVE, FISCALLY RESPONSIBLE SUPPLY CHAIN LEADERSHIP
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As of 9 Nov 11
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Thoughts on Supply Chain…
One Supply Chain or Hundreds of Supply Chains?
Impact of wartime urgent needs
Contractor Logistics Support…can we continue to do it
wrong?
PBLs…do we really understand enough to make a
good deal?
Is there another measurement
besides Readiness?
Integrity Service Excellence
2011 DoD Symposium
Ms. Lorna Estep HQ AFMC/A4
14 Nov 11
Air Force Materiel Command
DLA Supply Support to the DoD
Maintenance Enterprise
An Air Force Perspective
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Aircraft Requirements Focus
Supply Support to Depot Maintenance Operations (SDMO) •Examine end-to-end process by which requirements development, materiel support, and maintenance execution drive Programmed Depot Maintenance (PDM) performance
•Highlight gaps
•Implement lasting countermeasures
•Problem Statement (2010) - PDM due date performance (DDP) below standard, leading to:
• Increased depot-possessed time
• Decreased fleet-wide aircraft availability (AA)
•Scope - Focus on aircraft PDM processes to limit complexity, improve integration, and
provide lessons learned to future efforts
•Governance - Co-Chair: HQ AFMC Director and Air Force Global Logistics Support (AFGLSC)
Commander
- Representation: Air Logistics Centers, Maintenance (MXW), Aerospace Sustainment Directorates, AFGLSC, Defense Logistics Agency (DLA) Aviation, and others
SDMO Background
7 Outcomes, 24 Gaps • Value Stream Mapping (VSM) effort identified 24 gaps across requirements,
materiel, and maintenance
• Grouped gaps into 7 Strategic Outcomes (OC) with O-6/GS-15 lead
Strategic Outcome #1
Proactive and Collaborative
Supportability
• No Proactive
supportability feedback
loop from GLSC to PDM
Stakeholders
• No Proactive
supportability feedback
loop from DLA to AF
• No standard approach to
forecast and budget
shop support items
• Depots not considered in
parts distribution
decisions
• DLA supply chain
execution of
procurement is not
timely
Strategic Outcome #4
Increased Flexibility to
Meet Requirement
Changes
• Lack of standardized
strategic requirements
approach in response to
DLA and DLR shortfalls
• Mis-sequenced
production planning &
sequencing of Mx work
activities
• Lack of workload review
business rules
• Lack of mechanic-centric
maintenance
• Delays in AMR and D200
negatively impact
workload review
• Systems interfaces
required to link data from
AMRD to other
workloading systems
Strategic Outcome #5
Collaborative Requirements
Development
• AFGLSC does not receive
the AMR data call
• Lack of clearly defined
process to add new tasks
to brochure
• Standardized PDMC
process roles and
responsibilities are not fully
deployed and understood
• Job and non-job routed
items not clearly identified
& planned
• Lack of early requirements
collaboration
• PDM workspec task lists
are not specific
• No standard approach to
forecast and budget other
source of supply items
• Lack of std repeatable
process for EN analysis to
document aircraft condition
• Capability to “bulk load”
AMR Tasks into AMRD
• Lack of std fleet mgmt sys
Strategic Outcome #3
Clear Roles and
Responsibilities
• Lack of documented
roles and responsibilities
for maintenance, supply,
DLA, and Program
offices
• Supportability enabling
agencies not staffed to
support maintenance
wing activities
Strategic Outcome #7
Appropriate Performance
Metrics Established
• No Standard
Performance Metrics
Suite to Measure
Requirements
Strategic Outcome #2
Improved Supply Chain
Sourcing Support to PDM
Strategic Outcome #6
Proactive Production
Planning
Support to Depot Maintenance Operations Program
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Results
• Roles & Responsibilities clarified for PDM supportability processes across DLA, HQ AFMC, AFGLSC, ASD, MXW, etc.
• Major updates to Logistics Requirements Determination Process (LRDP) Handbook & Guide
• Tools fielded
• Planning for DLA Managed Consumables (PDMC) formal training for Centers started
PERFORMANCE IMPROVING
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