Post on 19-May-2015
NAVAL LOGISTICS INSPECTORATENAVAL LOGISTICS INSPECTORATENAVAL LOGISTICS INSPECTORATENAVAL LOGISTICS INSPECTORATE
LATEST PROGRAMMES, SUCCESSES AND LATEST PROGRAMMES, SUCCESSES AND CHALLENGES FACING LOGISTICS CHALLENGES FACING LOGISTICS
IN THE ITALIAN NAVYIN THE ITALIAN NAVY
Captain Alessio CARTACaptain Alessio CARTA Chief of Internal General Business Office and Technical Assistant of the Chief of Internal General Business Office and Technical Assistant of the
Inspector of the Logistic Support and Lighthouses InspectorateInspector of the Logistic Support and Lighthouses Inspectorate
http://www.marina.difesa.ithttp://www.marina.difesa.it
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The Navy Chief of Staff is responsible for the Naval Instrument:
Operational control through the Chief Command of the Fleet (CINCNAV)
Technical/logistical/administrative control through Inspectorates: NAVISPELOG for logistic support
OVERVIEW OF THE LOGISTIC ORGANIZATION
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TARANTO AUGUSTALA SPEZIA
2^ LINE SHIPS
1^ LINE SHIPS
100%
0%
50%
AUXILIARY SHIPS
BRINDISIOther bases
63 38 34 137 155 SHIPS
275 kTons
1^ LINE SHIPS and SUBMARINES
2^ LINE SHIPS
19
45
91 AUXILIARY SHIPS
EVOLUTION OF LOGISTICS SUPPORT SYSTEM
OUR CUSTOMERSTHE FLEET
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OVERVIEW OF THE LOGISTIC ORGANIZATIONNAVISPELOG
Naval Logistic Support and Lighthouses Inspectorate regulates and directs:
Maintenance programmes of Naval UnitsAcquisition and management of materials and stocksManagement and preparation of ammunitionsUp-keeping of infrastructuresAcquisition of working-meansTests and Trials on new shipsManagement of lighthouses and maritime signalling
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LA SPEZIA
CIMA AULLAMARINARSEN SP
MARIPERMANMARIMISSILI
MARICEGESCOMARINALLES
MARITECNOFARIDIREMAG SP
LIVORNO
MARITELERADAR ROMA
NAVISPELOG
•
BRINDISI
MARINARSEN BR(Marinarsen Taranto Section)
TARANTO
AUGUSTA
MARINARSEN AUGUSTAMARIPERMAN UDGDIREMAG AUGUSTA
(OFF. MSL. CAVA SORCIARO)
MARINARSEN TA DIREMAG TA(MARIMUNI TA)
CISAM
S.PIERO A GRADO
OVERVIEW OF THE LOGISTIC ORGANIZATION
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INTERNATIONAL COOPERATION
SLAT
JSF
U-212 A
PAAMS
VULCANO
EH-101
MU-90
NH-90
FREMM
HORIZON
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PAAMS: the ISS will be managed by OCCAR
U212A: the MOU has been signed for common support (Common Source Data Base, spare parts, configuration management)
Horizon Frigates: discussion is in due course to establish a Common Support Collaboration
FREMM Frigates: program under OCCAR management and the contract already include the ISS
INTERNATIONAL COLLABORATION
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PICTURE
continuous evolution of operational context
traditional standard not up to date nor sustainable for STRUCTURAL LIMITS:
Laws and regulations
Reduction of available budget
Personnel
GOALS
Operational activity increased
Framework of industrial nature (EVOLUTION):
Organization
Maintenance (core-business)
Spare parts management
Logistics disciplines
THE LOGISTICS SUPPORT SYSTEM
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Complex legal and administrative rules
don’t allow a thorough analysis of efficiency and productivity
don’t allow to employ personnel in an effective way
Fragmented organization
Articulated in many hierarchical levels and mainly bureaucratic
Changes are not easy to implement
STRUCTURAL LIMITSSTRUCTURAL LIMITS: LAWS AND REGULATIONSRAD (recently introduced)
Operational instructions for arsenals Simplification of procedures
ADMINISTRATIVE TOOLS According to civil code
According to rules of effectiveness and accountability that belong to the contracting and industrial world:
Implementing Info-logistic system Change management Automatic interface for acquisition and payment
MAIN PROBLEMS OF LOGISTICS SUPPORT
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Reduction of funds Reduction of effectiveness level and
operational availability Postponement or replacement of major
overhauls with less extensive maintenance works (priority to ensure obligations by law: expiry dates, safety and habitability of the Ships and safeguard of the environment)
Reduction of stocks: materials, fuels and equipment
Reduction of outsourcing services
Reduction of training levels and operational personnel readiness
Negative impact on personnel life and enthusiasm (as transfers, services, extra-duty)
Budget proportion is unbalanced (in service support, acquisition, personnel)
STRUCTURAL LIMITSSTRUCTURAL LIMITS: REDUCTION OF AVAILABLE BUDGET
Reorganise expenses
Re - balancing resources distribution
GOAL VALUES
Personnel: 50% In service: 25% Acquisition: 25%
MAIN PROBLEMS OF LOGISTICS SUPPORT
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TREND OF FINANCIAL RESOURCES IN SERVICE SECTOR
250
300
350
400
450
500
550
2002 2003 2004 2005 2006 2007 2008
M€M€
STRUCTURAL LIMITS: REDUCTION OF AVAILABLE BUDGET
MAIN PROBLEMS OF LOGISTICS SUPPORT
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FINANCIAL YEAR 2008
MAIN PROBLEMS OF LOGISTICS SUPPORT
STRUCTURAL LIMITS: REDUCTION OF AVAILABLE BUDGET
http://www.marina.difesa.ithttp://www.marina.difesa.it
Number and skill of personnel: not always in line with present functions
STRUCTURAL LIMITSSTRUCTURAL LIMITS: PERSONNEL
Requalification for the tasks to perform
Incentive
Motivation
Professionalism
Turn over
MAIN PROBLEMS OF LOGISTICS SUPPORT
http://www.marina.difesa.ithttp://www.marina.difesa.it
0
500
1.000
1.500
2.000
2.500
3.000
3.500
4.000
4.500
2003 2004 2005 2006
CIVILIAN PERSONNEL
RETIREMENT
EFFECTIVEORGANICFORCE
SCHEDULED ORGANIC FORCE (3739 UNITS)
ARSENALS CIVILIAN PERSONNEL SITUATION
MAIN PROBLEMS OF LOGISTICS SUPPORT
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“Andreatta” reform primary guidelines:
Structural and organizational changes included the creation of Works and Services Direction with insertion of arsenal support functions;
Distinction between “programmed activities” (involving industrial effectiveness) and “direct support” to Ships (involving readiness in spite of economy management)
Set up a Data Processing System for Arsenal and Logistics (SIGA)
ORGANIZATION: THE START UP
Reform has never been fully implemented
It postulated full manning in new organization charts
EVOLUTION OF LOGISTICS SUPPORT SYSTEM
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INITIATIVES
SEPTEMBER 2007: APPOINTMENT OF C.A.I.D. (DEFENCE INDUSTRIES AREA COMMITTEE) REPORT DELIVERED ON 30 JUNE 2008
DECEMBER 2006: PROBLEM RAISED TODEFENCE MINISTRY LEVEL
APPOINTMENT OF JOINT WORKING GROUP COORDINATED BY NAVY
2005: INSPECTORATE STUDY ABOUTREGULATION CHANGES
ADMINISTRATIVE CHANGES
NEW ORGANIZATION
INSPECTORATE AND ARSENALS EVOLUTION STUDIES
APRIL 2009: APPOINTMENT OF C.R.A.M.M. (NAVY ARSENALS RESTRUCTURING COMMITTEE) PROPOSAL FINALIZED ON JULY 2009
EVOLUTION OF LOGISTICS SUPPORT SYSTEM
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Infrastructuresneed to restructure and rationalize. Financing based on exploitation of Defence areas and infrastructures (according to art. 14 bis L. 133).
PersonnelExcess of personnel in the indirect area; need to transfer personnel from indirect activities to the production area; Professional alignment, coherent with industrial reality and weapon systems technological complexity.
EVOLUTION OF LOGISTICS SUPPORT SYSTEMCAID MAIN RECOMMENDATIONS
http://www.marina.difesa.ithttp://www.marina.difesa.it
InfrastructuresSelect available assets Upgrade needed facilities (Piano “BRIN”)Increase the value of not needed assets
Personneltraining based on new systemsselective review of the choices “make or buy”need to seek more activities fully exploit available potential“selective” employment planOptimal sizing: result to be obtained gradually
CAID ACTIVITIES: ACTION ITEMSEVOLUTION OF LOGISTICS SUPPORT SYSTEM
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INITIAL PLAN OF 400 M€: NO RESULTS
Infrastructures
OTHER PLAN IN 2004, “MINIMAL” ONE, ABOUT 150 M€ PER 5 YEARS : NO RESULTS
NEW PLAN (BRIN) PROPOSED BY THE NAVY:
• ACCORDING TO C.A.I.D. RECOMMENDATIONS
• CONSISTENT WITH REQUIREMENTS
UPGRADE OF NEEDED FACILITIES (PIANO “BRIN”)
EVOLUTION OF LOGISTICS SUPPORT SYSTEM
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Inspectorate organizationInnovative studies have been carried out in order to realize a structure capable to perform an industrial approach by means of:
comprehensive approach to all issues of the arsenals (infrastructures, facilities, personnel, internal organization, ..)
process of “engineering maintenance”
procedure of “planning and control” of work
procedure of “measurement and analysis” and “quality of product and process”
“everything that is measureble
could be managed and improved”
EVOLUTION OF LOGISTICS SUPPORT SYSTEMINSPECTORATE AND ARSENALS EVOLUTION STUDIES
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Treasuring internal resources
New models of governance for arsenals
Industry only for modern equipment with high technological level
On the job training
Treasuring logistics studies and feedbacks (from the field)
Mock-ups management (resolution of complex failures, test site for system changes, training)
Design based on prognostic and proactive maintenance
MAINTENANCE (CORE BUSINESS)
Wide up-keep cycle:
maintenance plans were too conservative and not experimented in the field
reliability not experimented in the field
wide maintenance works
Improve up-keep cycle
EVOLUTION OF LOGISTICS SUPPORT SYSTEM
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Depot stocks (reorganise and improve)
On-board Stocks (only safety and navigability)
Operational kits (complex international exercise and real operations)
Restart kits (programmed maintenance)
List of Equipment (LDP)
Logistic studies Best practices Feedbacks
Common Stocks (joint and international programmes) Similarities Insurance Long Lead Items
SPARE PARTS MANAGEMENT
EVOLUTION OF LOGISTICS SUPPORT SYSTEM
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Configuration management for Systems/Equipments with the following constraints:
High cost of acquisition
High operational value
Wide life cycle (at least 10-15 years)
Source from international cooperation
Large population
Feedback management
LOGISTIC DISCIPLINES
Verifying maintenance
Sizing spare parts
Assessment of the figures of worth
Deteriorated assets management
Management savings
EVOLUTION OF LOGISTICS SUPPORT SYSTEM
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STUDIES IN PROGRESS IN COLLABORATION WITH INDUSTRY, NAMSA, OCCAR TO ADAPT THE CENTRE TO FUTURE NEEDS AND MAKE IT A EUROPEAN CENTRE OF EXCELLENCE
Capabilities of the Centres made available in the commercial field
Changes in the rules of governance of the arsenals
Partnership with Industry
Public Economic Agency Others …
TREASURING INTERNAL RESOURCES
Advanced Ammunition Joint Centre (CIMA)
EVOLUTION OF LOGISTICS SUPPORT SYSTEM
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CHALLENGES
AREAS TO IMPROVE
• Info-logistic system and standardization
• New constructions procurement process
• Joint Training
GREATER INDUSTRIAL INVOLVEMENT
• Technological development and obsolescence
• Innovative contracts
COOPERATION WITHIN DEFENCE/CIVILIAN (NATIONAL/INTERNATIONAL)
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CHALLENGESAREAS TO IMPROVE: INFO-LOGISTIC SYSTEM
ARSENALS & MATERIALS MANAGEMENT
Maintenance management
Logistics of materials
•Materials data
•Procurement
•Handling
Administration and audit
•Suppliers procurement accounting
•Management of cost centres
•Management of contracts
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AECMA 1000 D
NEW DATA MODEL FOR LOGISTIC SUPPORT ANALYSIS = NATO Product Data Model
NH – 90 PROGRAMME DATA BASE
MIL - STD 1388 - 2 BAECMA 2000 M
CHALLENGESAREAS TO IMPROVE: STANDARDIZATION
NIILS: Joint Regulation for ILS Data Model
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CHALLENGESAREAS TO IMPROVE: NEW CONSTRUCTIONS
Involvement of the Logistic Inspectorate since the very beginning of the acquisition process
Use the warranty period as well as “training opportunity” for arsenal personnel
Homogenization among all the different Programmes, national and international
http://www.marina.difesa.ithttp://www.marina.difesa.it
CHALLENGES
The spread of logistic culture is important to create innovative behaviour for:
- design analysis and synthesis;
- advance reflections in an integrated overview on the Logistic Support System.
JOINT LOGISTICS SCHOOL
(CEFLI: Joint Logistics Training Center)
AREAS TO IMPROVE: JOINT TRAINING
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LOCAL LOCAL INDUSTRYINDUSTRY
NATIONAL NATIONAL INDUSTRYINDUSTRYARSENALSARSENALS
CHALLENGESGREATER INDUSTRIAL INVOLVEMENT
Procurement phase: definition of the logistic support
In service phase: analysis of failures
Navy MUST keep in house capabilities
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CHALLENGESGREATER INDUSTRIAL INVOLVEMENT
TECHNOLOGICAL DEVELOPMENT
INNOVATIVE PROJECTUALITY:
Temporary Global Support
Service Level Agreement
Operational Availability
“from development and production organization
… to life cycle management organization”
http://www.marina.difesa.ithttp://www.marina.difesa.it
Needs
Supportability assessment (Ship, System, Equipment)
Logistics Support System assessment
arsenals Industry (national, local)
Treasuring feedbacks into Logistics Support System
Fleet Availability
CHALLANGES
Goals Different support contracts (searching the best
with feedbacks and lesson learned) Identify prime contractor (sole and qualified)
Class of Ships Particular Systems/Equipments
Performance based Logistics contracts (measurable and testable)
Local Industry involvement (efficiency and lower costs)
Transfer of know-how to Arsenals and Local Industry (statements measurable)
Treasuring previous logistics studies Having, knowing, sharing maintenance plans
(levels 3° and 4°: especially when prime contractor is different form design authority)
Logistics Support System “field proven”
(balancing costs-results)
GREATER INDUSTRIAL INVOLVEMENT
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ARMY LOGISTIC COMMAND
AIR FORCE LOGISTIC COMMAND
NAVY LOGISTICINSPECOTORATE
CHALLENGES
CARABINIERI FORCE LOGISTIC INSPECTORATE
- Joint Logistics Directive of Chief of Staff of Defence
- PADLI
AREAS TO IMPROVE: DEFENCE COLLABORATION
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CHALLENGESAREAS TO IMPROVE: International Collaboration
Working international:
- time consuming
- national practices and rules are not easy to change
- national industrial interests must be considered
- highest level of efficiency
- cost savings
- image
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MAINTENANCE CORE BUSINESS
EFFECTIVE INSPECTORATE IMPROVEMENT
EFFECTIVEDEPENDING
BODIES IMPROVEMENT
GREATER INVOLVEMENTIN SUPPORT DEFINITION
INTEGRATEDINDUSTRY
INVOLVEMENTN
AT
ION
AL
NA
TIO
NA
L
LO
CA
LL
OC
AL
OPTIMIZING SYNERGIES
WITH LOGISTC
ORGANIZATIONS
JOIN
TJO
INT
INT
ER
NA
TIO
NA
LIN
TE
RN
AT
ION
AL
CONCLUSIONS
CONSOLIDATED STRATEGY FOR NAVAL SUPPORT
http://www.marina.difesa.ithttp://www.marina.difesa.it
CONCLUSIONS
We seek interoperability by means ofhigh technology and integrated logistics support.