Operational Supply Chain Management
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Transcript of Operational Supply Chain Management
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Son, the truth is that we live in a World that needs Logisticians, a World that requires materiel to be accounted for, assembled and transported. Who's gonna do it? You? I am a Logistician and have a greater responsibility than you can possibly fathom. You weep for Logistics to be on time, and you curse those who have to provide it. You have that luxury. You have the luxury of not knowing what I know; that Logistic shortages and delays, while tragic, were probably the result of poor acquisition decisions and inadequate procurement planning; and my existence, while grotesque and incomprehensible to you...makes any Soldier a combat warrior and not just a regular Joe! You don't want the truth, because deep down, in places you don't talk about at home, you WANT me at that Warehouse, you NEED me in that Storeroom! We use logisticians as the backbone of a life spent supporting operations; you use them as a punch line! I have neither the time, nor the inclination to explain myself to a person who loads someone else's weapon with the very ammo I provide, AND THEN QUESTIONS THE MANNER IN WHICH I PROVIDE IT! I would rather you just said “thank you” and went on your way. Otherwise I suggest you find your own ammo. Either way, I don't give a damn what you think you are entitled to: if your Requirement, Movement& Priority fit, you’ll get it.
Extract adapted from “A Few Good Men” (Original Script)
© MB Taylor 2014
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2
Optimising Defence Supply Chains
© MB Taylor 2014
Friday 28 Nov 2014
Mark Taylor MBA Global Logistics, Supply Chain & Operations
Executive
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3
Chatham House Rule
© MB Taylor 2014
“When a meeting, or part thereof, is held under the Chatham House Rule, participants are free to use the information received, but neither the identity nor the affiliation of the speaker(s), nor that of any other participant, may be revealed”.
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4
My Background
© MB Taylor 2014
2003
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5
© MB Taylor 2014
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Outline
• Current Operational Logistics SCM
• Defence Logistics – The Art of the Possible
© MB Taylor 2014
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Principles
• Foresight• Efficiency• Simplicity• Cooperation• Agility
© MB Taylor 2014
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Principles
• Foresight• Efficiency• Simplicity Process Enablers• Cooperation• Agility
© MB Taylor 2014
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Principles
• Foresight• Efficiency• Simplicity Output• Cooperation Enablers• Agility
© MB Taylor 2014
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“A commander must consider two separate but complementary ideas. He must plan to fight the battle that he can sustain. And the way he fights his command in pursuit of his plan must be within his logistic capability”
Major General Rupert Smith
© MB Taylor 2014
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People Equipment
Defence SCM?
© MB Taylor 2014
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Supplies
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Operational SCMIndustry
Organic
Military
Contractor
Charter
© MB Taylor 2014
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Operational SCM
• Complex• Tangible – you know when it’s not there• Constrained by resources and time• Works on different tempo and timeline to
operations• Not just for specialists…
© MB Taylor 2014
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Operational SCM
So what is different at the Operational Level?
• Scale (and therefore time required to make it happen)• Diverse requirements of Land, Maritime, Air
• Interface between military, joint agencies, industry and host nation• …leads to great Complexity which is hard to appreciate• Ability to constrain the “Plan”• Unglamorous
© MB Taylor 2014
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Extended Supply Chain
F
F
Staging Area
F
A1
B2
Embarkation
Forward Logistic
Site
Maritime Support
Advanced Logistic Support Site
F
R1
SF
B1
Theatre Reception
Centre
Assembly Area
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FLS
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Structure - Rear
DPA Formation of Defence Equipment and Support
Apr 2007 Consolidated, rationalised supply chain
Links with Defence Industrial Strategy and other transformation programmes
© MB Taylor 2014
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Strategic Structure
Organic Command
Front Line Commands
Strategic Base
Industrial Base
© MB Taylor 2014
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The SCM Process -Front Line Command View
Air
Land
Maritime
UK Base Theatre
HQHQ HQHQ
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The SCM Process - Strategic View
Air
Land
Maritime
Industry Coupling
Bridge
PJHQPJHQ JTFHQJTFHQ
UK Base TheatreChief of Defence Materiel as Logistics Process Owner
© MB Taylor 2014
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Industry
Air
Land
Maritime
UK Base TheatreChief of Defence Materiel as Logistics Process Owner
End to End Supply Chain
Coupling
BridgeLogHQHQ
The SCM Process - Modern View
© MB Taylor 2014
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“The officer who doesn‘t know his supply as well as his tactics is totally useless”
General George S Patton
Logistics - The Art of the Possible
© MB Taylor 2014
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To develop an understanding of how SCM planning factors impact on operational output
Aim
Planning to fight the campaign that you can sustain
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• Understanding the requirement• What to do• How to do it
Logistics – The Art of the Possible
© MB Taylor 2014
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Understanding the Requirement
© MB Taylor 2014
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SCM Profile
INTENSITY
TIME
Force Build Up
Trg
Conflict Termination
Conflict Resolution
Extraction
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SCM Profile
INTENSITY
TIME
Major Combat Operations
Stabilisation
Threat & Counter threat
© MB Taylor 2014
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Bosnia Herzegovina
INTENSITY
TIME
Stabilisation
COIN
PSO
Major Combat Operations
© MB Taylor 2014
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Operation Granby – 1990/91
INTENSITY
TIME
Force Build Up
Trg
Conflict Termination
Conflict Resolution
ExtractionOp GRANBY – 1990/91
© MB Taylor 2014
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SCM Inertia
INTENSITY
TIME
Acce
lera
te
Decelerate
Profile Transition
Accelerate
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Identify logistic factors that shape or constrain the ‘Art
of the Possible’ Validate timeline for when
capability/effect can be delivered
Synchronise deployment and create conditions for sustainability
(overlap with log estimate)
COA Evaluation
Consider role of logistics in deception
Key SCM Contributions to Planning
JointCampaign Plan
ObjectAnalysis
MissionAnalysis
Higher Headquarters’ Guidance and Direction
Commander’s Formulation of Potential COAs
Development and Validation of COAs
The Commander’s Decision
Develop and Review the Plan
Review of the SituationCommander Staff Lo
gist
ic In
puts
Identify risk in each COA
© MB Taylor 2014
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Britain seeks vessels for Iraq war roleMonday August 05 2002 -. BRITAIN’S armed forces are poised to enter the charter market in search of merchant ships needed for support roles in the
event of an invasion of Iraq, according to military sources
US military takes another ship as war prospects riseThursday September 05 2002 - Oil price surges again on third Sealift charter in a
month, but no moves yet by UK to add tonnage, (writes David Osler) US Military Sealift Command has chartered another general cargo ship capable of
carrying tanks to the Middle East.
US Navy charter of cargo ship ‘routine’Friday September 06 2002 - THREE Military Sealift Command charters of civilian vessels are not part of a build-up for an attack on Iraq, the US is
insisting, writes David Osler.
Prepare: Logistics & Deception
© MB Taylor 2014
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Destination, Distance, Demand, Duration
Prepare, Deploy, Sustain, Recover
What to do
How to do it
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SCM Planning factors
Plan &Structure
DestinationDetermines the nature
of the requirement
DistanceDetermines the shape
of the LoC
DurationDictates the necessary
robustness and need forinvestment in the
support requirement
DemandDetermines the magnitude
of the requirement
© MB Taylor 2014
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Destination Does local infrastructure affect the plan What resources/facilities are available ? Impact of climate & terrain Prevailing threat profile?
& Distance
How far do we need to move ? How many routes are available/required? What lift assets do we have – strategic and in-theatre ?
© MB Taylor 2014
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What timings are fixed ? When can logistics preparation begin ? How long will we need to maintain activity?
Demand & Duration What size is the force? What consumption rates are anticipated? What engineer/ medical resources will be required? Estimated requirement ? Are there specific Equipment Support issues (eg UORs)
© MB Taylor 2014
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Factors that Shape Capability
Destination Access
Viable in-theatre Infrastructure
Choke Points / Threat
© MB Taylor 2014
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Length of Supply Bridge Amount of Lift – Capacity In-Theatre Lift - Capacity
Transit Time OffloadLoadPrep/Move Prep/Move
Distance
© MB Taylor 2014
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Requirement
8 Days1 Day
7 Ships/Day
2 Ships/Day
6 Days2 Days
3 Ships/Day
SCM Lines of Communication - Choice
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AIR v SURFACE
© MB Taylor 2014
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Demand
© MB Taylor 2014
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Campaign ProfileQuestion/Factor Consideration/Deduc
Assume a 60 Day Campaign, at the following
rates:
20 Days Steady State
10 Days High Intensity
30 Days Other Combat
Impact on Demand will be ..........
Demand
Theatre Stockpile
© MB Taylor 2014
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The quantity of logistic materiel consumed by a formation or unit at a specified level of activity.
• Steady State • In-Theatre Training• High Intensity Combat• Other Operations (Stabilisation)
SCM planning:Daily Consumption Rate
© MB Taylor 2014
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Strategic Stockpile/Capacity
Duration
Planning Guidance - Duration
STRATEGIC PLANNING GUIDANCEDURATION. Assume the deployment will last X months.
LOGISTICS. The concept must provide for an initial capability to support the rapid build-up of forces before establishing a robust logistic
infrastructure and building sustainability stocks in-theatre to support potential subsequent war-fighting and follow-on activity.
© MB Taylor 2014
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Prepare, Deploy, Sustain, Recover
DEPLOYDEPLOY
SUSTAINSUSTAIN
RECOVERRECOVER
PREPAREPREPARE
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Prepare
Generate Force Elements, Equipment Support & Sustainability
Lead Times When can activity commence
– Security? Reduce Readiness
Lead time for requirements UOR
Assumptions/Priorities
© MB Taylor 2014
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Prepare, Deploy, Sustain, Recover
DEPLOYDEPLOYSUSTAINSUSTAIN
RECOVERRECOVER
PREPAREPREPARE
© MB Taylor 2014
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Deploy
Strategic Lift
How much can you get?
CoalitionTime
or How much do you need?
OwnTime
EnemyTime
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DEPLOY Deployment planning not an administrative preliminary
– it is integral to the requirement
Deployment must set the conditions for logistic success during SUSTAIN phase
Deployment plan is dynamically linked to the evolving COAs and the timeline
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Broad Timeline – Earliest EffectTime
Logistic Preparations
Force Element 1Force Element 2Force Element 3
ForceGeneration
Deployment
ForcePreparation
Ready in Theatre
Deploy – Impact on the Timeline
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Deploy
INTENSITY
TIME
Force Build Up
Trg
Ready in Theatre
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Only use detail when you need detail Make sure your assumptions are stated and clearly
understood Need to establish common understanding of logistic
risk
Planning Tools
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Prepare, Deploy, Sustain, Recover
DEPLOYDEPLOYSUSTAINSUSTAIN
RECOVERRECOVER
PREPAREPREPARE
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Sustain
INTENSITY
TIME
Major Combat Operations
Stabilisation
COIN
PSO
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Inertia
INTENSITY
TIME
Decelerate
Profile Transition
Accelerate
Acce
lera
te
Roulement
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SUSTAIN
Planning to sustain: Establishing and maintaining the steady state
sustainment flow Logistic laydown & Footprint
Understanding of logistic capabilities to fulfil the requirement
Gain and maintain recognised Logistic Picture
© MB Taylor 2014
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Destination In-theatre sources
/facilities MOU/Contracts Logistic Options
Distance Intra-theatre LoCs
/MSRs Extended LoC
Duration Activity Profile
Strategic ability to sustain
Recuperation
Demand Attrition
Stock Levels/Risk Inflow
/ConsumptionDeployment DOA
Ready to Move LPT
Deployment/Sustainability
Timeline – Deployment + Sustainability
Time
Resupply33Sustainment
(Force Element Days of Supply)
7 17 39Maximum inflow of 7 T every 3 Days, against Steady State
Consumption of 9 T every 3 Days
2430 28 26 2212
Logistic Preparations
Force Element 1Force Element 2Force Element 3
ForceGeneration
Deployment
ForcePreparation
Ready in Theatre
Synchronise Deployment/Sustainability
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Destination In-theatre sources
/facilities MOU/Contracts Logistic Options
Distance Intra-theatre LoCs
/MSRs Extended LoC
Duration Activity Profile
Strategic ability to sustain
Recuperation
Demand Attrition
Stock Levels/Risk Inflow
/ConsumptionDeployment DOA
Ready to Move LPT
Deployment/Sustainability
Timeline – Deployment + Sustainability
Time
Resupply33Sustainment
(Force Element Days of Supply)
7 17 39Maximum inflow of 7 DOS every 3 Days, against Steady
State Consumption of 9 DOS every 3 Days
2430 28 26 2212
Logistic Preparations
Force Element 1Force Element 2Force Element 3
ForceGeneration
Deployment
ForcePreparation
Ready in Theatre
Synchronise Deployment/Sustainability
LOGISTIC RISK
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Mitigating Risk – Host Nation Support
• Availability & Capability
• Robust
• Threat/Security
• Impact on Local Economy
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Prepare, Deploy, Sustain, Recover
DEPLOYDEPLOYSUSTAINSUSTAIN
RECOVERRECOVER
PREPAREPREPARE
© MB Taylor 2014
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Recover
INTENSITY
TIMEConflict
Resolution
Extraction
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SCM Logistic Profile
INTENSITY
TIME
© MB Taylor 2014
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Fully Understand the requirement. Visualise the problem using schematics and
planning assumptions. Analyse the supply and demand issues, choke
points & key risks. Articulate logistic factors simply and clearly. Risks
must be identified & mitigated not just deferred.
SCM Top Tips
© MB Taylor 2014
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69
Employment Opportunities
© MB Taylor 2014
www.civilservicejobs.gov.uk
• D Grade (equivalent to an Army Captain)• Role, Salary, Contract type or Location specific• Always has vacancies• Excellent CPD prospects• Remuneration
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70© MB Taylor 2014
www.civilservicejobs.gov.uk
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71
Any Questions?
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