09pm07-1 April 14, 2009 Life Cycle Logistics Human Capital Strategic Planning Randy Fowler |...

09pm07-1

April 14, 2009

Life Cycle LogisticsHuman Capital Strategic Planning

Randy Fowler | Assistant Deputy Under Secretary of Defense Materiel Readiness

09pm07- 1

09pm07-2

Agenda

Logistics HCSP Journey and Status•“Big L” Logistics•Life Cycle Logistics

Recruiting and Retention

Knowledge Management and Collaboration

DAU Curriculum Directions

Logistics Strategic Directions

09pm07-3

People as Most Valuable Asset?

09pm07-4

The DoD Logistics HCS Supports DoD Goals and Fulfills The Requirements and Objectives

of Executive-level Strategic Guidance

2006 2009 +20082007

Quadrennial Defense Review

(QDR)

Competency-Based Planning

Performance-Based Management

Opportunities for Personal Growth

AT&L Human Capital Strategic

Plan

Goal 1: High Performing, Agile and Ethical Workforce

Goal 4: Cost-Effective Joint Logistics Support for the Warfighter

DoD Logistics Human Capital

Strategy

Defined Logistics Workforce Categories

Assessed Future Logistics Trends

DoD Logistics Human Capital

Strategy

Defined Logistics Competencies

Developed Logistics Proficiencies

Developed Human Capital Strategy Vision

Implement across DoD Logistics Community

Identify Training, Education, and Developmental Assignments and Assess Gaps to Meet Future Requirements

Develop Logistics Career Development Framework Assessment Process

Identify Organization(s) and Plan for Pilot Implementation

Life Cycle Logistics

HCS active since

1999

09pm07-5

Includes procurement to disposal of defense

system material, and integration of multiple material sources and

processes to meet war fighter requirements.

Includes planning and executing maintenance,

both scheduled and unscheduled, to defense system

equipment.

Includes transportation, packaging, cargo scheduling, and

dispatching of materials, support services, and personnel in response

to customer requirements to move

and sustain the force.

Includes planning, development,

implementation, and management of a comprehensive,

affordable, and effective systems support

strategy.

Four Logistics Workforce Categories Have Been Defined

SUPPLY MANAGEMENT

MAINTENANCE SUPPORT

DEPLOYMENT/ DISTRIBUTION/

TRANSPORTATION

LIFE CYCLE LOGISTICS

Bottom line: Support the Warfighter!

09pm07-6

The DoD Logistics Functional Community Comprises Over 615,000 Active Duty Military

and Civilian Personnel*

Sources: Defense Civilian Personnel Data System (DCPDS) Defense Manpower Data Center (DMDC)Military Services

Notes: * Augmented by over 200,000 Guard/Reserve personnel

Civ Mil

143,29524%

199,51632%

Maintenance Support

342,81156%

Total

63,35011%

72,03711%

Supply Management

135,38722%

56,1949%

56,6799%

Deploy/Dist/ Trans

112,87318%

12,4262%


935<1%

13,3612%

11,0122%

11,0122%

275,26546%

615,444100%

340,17954%

Demographics current as Sep 30, 2008

Cross-Category(SM & D/D/T)

09pm07-7

Team Building

Accountability

Decisiveness

Influencing/Negotiating

Technology Mgmt

Financial Mgmt

Creativity & Innovation

Partnering

Entrepreneurship

National Defense Integration

National Security Environment

External Awareness

Vision

Strategic Thinking

Political Savvy

Global Perspective

National Security Strategy

Human Capital Mgmt

Leveraging Diversity

Conflict Management

DoD Corporate Perspective

National Security Foundation

Lead Teams/Projects

Lead People

Lead Organizations/ Programs

Lead the Institution

Core Fundamental Competencies: Flexibility Integrity/Honesty Interpersonal Skills Resilience Customer Service Oral Communication Technical Credibility Continual Learning Problem Solving Written Communication Computer Literacy Service Motivation

Service Specific Fundamental Skills

Mission and Culture

Lead Self

Career Development

Deliberate development through progressive learning opportunities (education, training, self-development, assignments) that broaden experience and increase responsibility

15 Technical Competencies Defined by the Logistics 15 Technical Competencies Defined by the Logistics CommunityCommunity

Defi

ned

by th

e O

ffice o

f Pers

on

nel

Defi

ned

by th

e O

ffice o

f Pers

on

nel

Man

ag

em

en

t (OP

M)

Man

ag

em

en

t (OP

M)


Distribution/ Deployment/ Transportation

Maintenance Support

Supply Management

The DoD Logistics Competency Continuum Will Enable An Individual’s Multi-faceted

Career Development

09pm07-8

The Goal Is To Develop The Right Mix Of DoD Logisticians

Current

> >Near Future

> >Future

> >

“I” People

Deep knowledge and narrow expertise in a functional segment, with limited knowledge of other segments or fields.

“T” People

Broader knowledge across a field, possibly with depth in some but not all logistics segments; some knowledge of business or other fields; some development assignments and training.

Enterprise Logistician

Multi-faceted logistician with expertise in many segments and knowledge of the logistics process end-to-end; knowledge of business or other fields; executive training; multi-component experience.

09pm07-9

Joint Staff

Joint Logistics Education Requirements

Military Services & Agencies

Career Management

Combatant Commands

Training & Education for Mission Requirements

Center for Joint and Strategic Logistics Education

Development of Senior Joint and Strategic Logisticians

Defense Acquisition University

Training for the Acquisition Workforce

DoD Logistics Community

Multiple Human Capital Efforts Contribute to Achieving the Vision for

DoD Logisticians


Distribution/ Deployment/ Transportation

Maintenance Support

Supply Management

HCS Executive Steering Group

Strategic Direction, Competencies, & Logistics Career Development Framework for the Logistics Community

09pm07-10

FY08 DoD Logistics Human Capital Strategy Accomplishments Are The

Foundation For Our Success

15 technical competencies with over 454 technical proficiencies, ~35 non-technical competencies

over 700 Logistics & Leadership

courses

DoD Logistics Human Capital Strategy

Training & Education AssessmentCore Logistics Competencies

and Proficiencies Booklet

These resources and more available at http://www.acq.osd.mil/log/sci/hcs.html

Vision, Enabling Pillars, and Path Forward

94 Logistics & Leadership certificate

programs

Certificate Resources

09pm07-11

Property MgtProperty Mgt

Program MgtProgram Mgt

ContractingContracting

BCEFMBCEFM

SPRDE - SESPRDE - SE

T&ET&E

Supply Supply ManagementManagement

Maintenance Maintenance SupportSupport

Deployment/ Deployment/ Distribution/ Distribution/

TransportationTransportation

Life Cycle Life Cycle LogisticsLogistics

DoD Logistics Community

~277k civ + ~700k milDoD Logistics Community

~277k civ + ~700k mil

AT&L (Acquisition) Community

AT&L (Acquisition) Community

LCL Community

12426 civ + 935 milLCL Community

12426 civ + 935 mil

The Life Cycle Logistics Community Lies Within Both The AT&L Acquisition and Broader DoD Logistics Communities

PurchasingPurchasing

AuditAudit

PQMPQM

FEFE

SPRDE – S&TSPRDE – S&T

IT MgtIT Mgt

09pm07-12

DoD AT&L Workforce Countby Functional Career Field

(FY08)Functional Career Field Military Civilian Army Navy Air Force 4th Estate Total

Auditing 0% 100% - - - 3,638 3,638

Business, Cost Estimating, and Financial Management 3% 97% 3,350 1,935 1,530 270 7,085

Contracting 15% 85% 7,714 5,245 6,834 5,887 25,680

Facilities Engineering 0% 100% 988 3,902 6 24 4,920

Industrial/Contract Property Management 0% 100% 99 62 26 264 451

Information Technology 9% 91% 1,764 903 950 317 3,934

Life Cycle Logistics 7% 93% 7,134 4,355 1,727 145 13,361

Production Quality & Manf. 8% 92% 1,952 2,005 383 4,798 9,138

Program Management 37% 63% 3,690 4,085 4,105 901 12,781

Purchasing 1% 99% 319 545 142 190 1,196

SPRDE - S&T Manager 13% 87% 143 191 43 103 480

SPRDE - Systems Engineering 6% 94% 10,740 16,576 6,429 756 34,501

SPRDE - Program System Engineer (PSE) 0% 100% 29 - - 7 36

Test and Evaluation 24% 76% 2,135 2,476 2,622 187 7,420

Unknown 1% 99% 149 - - 83 232

Not Listed 9% 91% 61 786 30 20 897

Other Career Field 0% 100% 2 - - 127 129

Total 12% 88% 40,269 43,066 24,827 17,717 125,879

Distribution AT&L Workforce Count

09pm07-13

Recruiting and Retention

09pm07-14

Hire our kids.Hire our kids.Generation Xers are people Generation Xers are people

born between 1965 and 1980. born between 1965 and 1980. Gen Xers are independent, Gen Xers are independent, enjoy informality, are enjoy informality, are entrepreneurial, and seek entrepreneurial, and seek emotional maturity. They want emotional maturity. They want to build a repertoire of skills to build a repertoire of skills and experiences they can take and experiences they can take with them if they need to, and with them if they need to, and they want their career path laid they want their career path laid out in front of them – or they’ll out in front of them – or they’ll walk.walk.

Gen Xers also seek balance Gen Xers also seek balance in their lives now – not when in their lives now – not when they retire. They seek time to they retire. They seek time to raise their children and don’t raise their children and don’t want to miss a minute – as their want to miss a minute – as their parents did. parents did.

We need to bring in the next generation, but don’t expect them to think about it like us.

09pm07-15

Hire our kids.Hire our kids.The millennials joining the workforce The millennials joining the workforce

now are employees born after 1980. now are employees born after 1980. Millennials are used to working in teams Millennials are used to working in teams and want to make friends with people at and want to make friends with people at work. Millennials work well with diverse work. Millennials work well with diverse coworkers.coworkers.

Millennials need to see where their Millennials need to see where their career is going and they want to know career is going and they want to know exactly what they need to do to get there. exactly what they need to do to get there. Millennials await their next challenge – Millennials await their next challenge – there better be a next challenge. there better be a next challenge. Millennials are the most connected Millennials are the most connected generation in history and will network generation in history and will network right out of their current workplace if right out of their current workplace if these needs are not met. Computer these needs are not met. Computer experts, millennials are connected all over experts, millennials are connected all over the world by email, instant messages, text the world by email, instant messages, text messages, and the Internet.messages, and the Internet.

Know the demographics, and shape the working environment to suit.

09pm07-16

Make it rewarding.Make it rewarding.

Make a difference.

09pm07-17

Make It RewardingMake It Rewarding

09pm07-18

Never Teach A Pig To SingNever Teach A Pig To Sing It Wastes Your Time And Annoys The It Wastes Your Time And Annoys The

PigPig

09pm07-19

Knowledge Management and

Collaboration

09pm07-20

Why KM and Collaboration? Collective Genius:

“Collective Knowledge out Shines the Intellectual Capacity of the Single Genius”

The World is FLAT: It’s Time to Catch the Knowledge Wave!

Collaboration/Integration: Connecting the “Thousand Points of Light”

Inclusion versus Exclusion: Come as you are – Legacy reuse

Evolution versus Revolution Revolution is disruptive, risky and painful

A “Need to Know” is now an “Obligation to Share”

Connecting those who know with those who need to know. BCKS

09pm07-21

Knowledge Age Organizations: Knowledge Environments

Strategic Learning Environments Emphasis on Training, Education and Learning

and Knowledge Sharing

Collaborative Knowledge Environments Operations Leader Support

Enhanced Decision Making Situational Awareness

Legacy Systems

Enabling OrganizationFederated Environment

Structured Un-Structured

Semi-Structured

09pm07-22

Understand that….

The potential for workforce collaboration is immense Faster, better informed decisions Resolution of problems

Bringing the best resources and people together to fix a problem

Better collective ideasCollective sharing of ideas and lessons learned

Increased awareness Positive engagement of workforce

09pm07-23

Recognize that…. Access to information and people is essential

24/7 online access Collaborative environments Understanding what we know

Social media tools are impacting the workplace -- how we interact and communicate… and workforce EXPECTATIONS. Communities of Practice (Acquisition Community Connection) Wikis (Intellipedia, DoDTechopedia, ACQuipedia) Social Networking (LinkedIn, Facebook) Blogs Microblogs (Twitter, Yammer) Instant messaging

09pm07-24

So….So….

What will the workforce expect?

How can we help the workforce do their jobs better?

How can we support a better workforce quality of life?

How can we engage the workforce and give them a voice?

09pm07-25

DAU Logistics Curriculum Directions

09pm07-26

Crosswalk Life Cycle Logistics HCS Competencies with Existing DAU LOG

Courses

• Logistics Design Influence– LOG 101, LOG 200, LOG 201, LOG 203, LOG 350

• Integrated Logistics Support (ILS) Planning– LOG 101, LOG 200, LOG 201, LOG 210, LOG 350

• Product Support & Sustainment– LOG 102, LOG 206, LOG 235, LOG 236, LOG 350

• Configuration Management– LOG 204, LOG 206

• Reliability & Maintainability Analysis– LOG 200, LOG 201, LOG 203

• Technical/Product Data Management– Minimal coverage in LOG 204, LOG 206

• Supportability Analysis– Minimal coverage in LOG 200, LOG 201, LOG 210

09pm07-27

Current FY09 Life Cycle Logistics

DAWIA Certification Track

• Case/scenario based• GS 13-14 & E7-O5

• Application/case based• GS 9-12 & E7-O4

Level II Certification Level IIICertification

5 days classroom

LOG-201LOG-201Intermediate Intermediate Acquisition Acquisition LogisticsLogistics


LOG-350LOG-350Enterprise Life Enterprise Life Cycle Logistics Cycle Logistics Management Management

LOG-350LOG-350Enterprise Life Enterprise Life Cycle Logistics Cycle Logistics Management Management

LOG-236LOG-236Performance Performance

Based Based LogisticsLogistics



Level I Certification

25 hrs, on-line

ACQ 101ACQ 101FundamentalFundamentals of Systems s of Systems Acquisition Acquisition

ManagementManagement



• Knowledge based• GS 5-9 & E7-O3 26 hrs, on-line

ACQ 201AACQ 201AIntermediate Intermediate

SystemsSystemsAcquisition Acquisition



35 hours, online

9 days classroom







P

Pand

26 hrs, on-line 60 hours on-line

5 days classroom

50 hours on-line

P

P P

NOTE: There are NO prerequisites

for LOG235

P

2 CL Modules:2 CL Modules:PBL & PBL &

Designing for Designing for SupportabilitySupportability



P = Prerequisite

2 CL Modules 2 CL Modules from Core from Core Plus ListPlus List



2 CL Modules 2 CL Modules from Core from Core Plus ListPlus ListLOG 101LOG 101

Acquisition Acquisition LogisticsLogistics

FundamentalsFundamentals

LOG 101LOG 101Acquisition Acquisition LogisticsLogistics


LOG 102LOG 102Systems Systems

SustainmentSustainmentManagementManagement



P

Level I “Core Plus”Courses & CL Modules

(See DAU catalog for details)



Level III “Core Plus”Courses & CL Modules




Level II “Core Plus”Courses & CL Modules




5 days classroom

ACQ 201BACQ 201BIntermediate Intermediate




09pm07-28

FY10-11 Life Cycle Logistics DAWIA Certification Track Could Look Like

This



Level II Certification Level IIICertification

5 days classroom



LOG-350LOG-350Advanced Life Advanced Life Cycle Logistics Cycle Logistics Management Management

LOG-350LOG-350Advanced Life Advanced Life Cycle Logistics Cycle Logistics Management Management


25 hrs, on-line





• Knowledge based• GS 5-9 & E7-O3 26 hrs, on-line





35 hours, online

9 days classroom







PPand

26 hrs, on-line 60 hours on-line

5 days classroom

50 hours on-line

P

PP


for LOG235

P





P = Prerequisite




2 CL Modules 2 CL Modules from Core from Core Plus ListPlus ListLOG 101LOG 101

Acquisition Acquisition LogisticsLogistics








P













5 days classroom









LOG-206LOG-206IntermediateIntermediateSustainment Sustainment ManagementManagement




PP

09pm07-29


Level IIICertification

P

PLOG 350LOG 350

Enterprise Life Enterprise Life Cycle Logistics Cycle Logistics Management Management

LOG 350LOG 350Enterprise Life Enterprise Life Cycle Logistics Cycle Logistics Management Management

LOG 336LOG 336Performance Based Performance Based

Life Cycle Life Cycle SustainmentSustainment

LOG 336LOG 336Performance Based Performance Based

Life Cycle Life Cycle SustainmentSustainment

8.5 days classroom

8.5 days classroom


Level II Certification

LOG 201LOG 201Intermediate Intermediate Acquisition Acquisition LogisticsLogistics


35 hours, online



LOG 235LOG 235Performance Performance


LOG 235LOG 235Performance Performance


35 hours on-line

4.5 days classroom 50 hours on-line

P


(Includes LOG 204 & new 211)(See DAU catalog for details)


(Includes LOG 204 & new 211)(See DAU catalog for details)

LOG 234LOG 234Intermediate Intermediate

Systems Systems SustainmentSustainment

LOG 234LOG 234Intermediate Intermediate

Systems Systems SustainmentSustainment

xx hours on-line

PACQ 202ACQ 202Intermediate Intermediate


ACQ 202ACQ 202Intermediate Intermediate


PACQ 203ACQ 203Intermediate Intermediate


ACQ 203ACQ 203Intermediate Intermediate


4.5 days classroom

P

LOG 210LOG 210Supportability Supportability

Analysis &Analysis &Mgmt ToolsMgmt Tools

LOG 210LOG 210Supportability Supportability

Analysis &Analysis &Mgmt ToolsMgmt Tools

40 hours, online


for LOG235

4.5 days classroom

25 hrs, on-line


ACQ 101ACQ 101FundamentalsFundamentals of Systems of Systems Acquisition Acquisition


ACQ 101ACQ 101FundamentalsFundamentals of Systems of Systems Acquisition Acquisition


• Knowledge based• GS 5-9 & E7-O3

26 hrs, on-line

30 hrs, on-line

P

2 Continuous 2 Continuous Learning Learning Modules:Modules:

PBL & PBL & Designing for Designing for SupportabilitySupportability

2 Continuous 2 Continuous Learning Learning Modules:Modules:

PBL & PBL & Designing for Designing for SupportabilitySupportability

LOG 103LOG 103Reliability, Reliability,

Availability & Availability & MaintainabilityMaintainability

LOG 103LOG 103Reliability, Reliability,

Availability & Availability & MaintainabilityMaintainability





1-3 hrs ea, on-line





28 hrs, on-line

P = Prerequisite









PP

Proposed FY11-12 LCL Certification Construct to Satisfy DoD Logistics HCS

Competencies

09pm07-30

Current Continuous Learning Modules

Module Title

CLL002 DLA Support To The PM

CLL006 Depot Maintenance Partnering

CLL008 Designing for Supportability in DoD Systems

CLL011 Performance Based Logistics (PBL)

CLL 013 Defense Packaging

CLL014Single Integrated Support Strategy for Joint Systems

CLL015 Business Case Analysis (BCA)

CLL 016 Joint Logistics

CLL017 Defense Distribution & Transportation

CLL019 Technology Refreshment Planning

CLL020 Independent Logistics Assessments (ILA)

CLL 022 Title 10 Depot Maintenance Statute Overview

CLL 023 10 USC 2464 Core Statute Implementation

CLL 024 10 USC 2466 “50-50” Statute Implementation

Module Title

CLL025Depot Maintenance Interservice Support Agreements (DMISA)

CLL029 Condition Based Maintenance (CBM+)

CLL030 Reliability Centered Maintenance (RCM)

CLL 026 Depot Maintenance Capacity

CLL034US Army SSN-LIN Automated Management & Integrating System (SLAMIS)

CLL119 Technology Refreshment Implementation

CLL201 DMSMS Fundamentals

CLL202 DMSMS Executive Course

CLL203 DMSMS Essentials for DLA

CLL204 DMSMS Case Studies

CLL 205 DMSMS for the Technical Professional

CLL206 Parts Management

Accessible online at

http://clc.dau.mil/

09pm07-31

Future Continuous Learning Modules

Module Title

CLL001Life Cycle Management & Sustainment Metrics (FY08)

CLL003 Logistics Test & Evaluation (T&E) (FY08)

CLL004 Life Cycle Logistics for the Rest of Us (FY08)

CLL005 Performance Metrics (FY09)

CLL 018 Leaning DoD Supply Chains (FY08)

CLL 021 Maintenance of Military Materiel (Possible)

CLL027Depot Source of Repair (DSOR) Determination (Possible)

CLL028 Depot Maintenance for Executives (Possible)

CLL207Parts Management Practitioner Course (Possible)

CLL xxx Supportability Analysis (FY09 Priority)

CLL xxx Maintenance Planning (FY09 Priority)

CLL xxxLife Cycle Logistician’s Roles/ Responsibilities during Major Technical Reviews (FY09 Priority)

CLL xxx Software & IT Sustainment (FY09 Priority)

Module Title

Possible FY10

Technical and Product Data Management

Possible FY10

Sustaining Engineering

Possible FY10

Performance Based Agreement (PBA) Development

Possible FY10

Reset and Recapitalization

Possible FY10

Supply Chain Management (SCM)

Possible FY10

Human Systems Integration (HSI)

Possible FY10

Customer Relationship Management (CRM)

Plus 31 Core Plus CLMs from Other Career Fields

09pm07-32

Logistics Strategic Directions

09pm07-33

33

Product Support Assessment Team Membership

University of Tennessee

Auburn University

DAU-LOG DAUAc

adem

ia University of Tennessee

Auburn University

DAU-LOG DAUAc

adem


Auburn University

DAU-LOG DAUAc

adem


Auburn University

DAU-LOG DAUAc

adem

ia

USN (N4)

USN (ASNRDA, DASNALM)Navy

USMC (I&L)Marine Corps

USAF (SAF/AQXA)

USAF (AFMC)

USAF (A4MM)Air

Force

USA PM (FCS)

USA (DCS G-4)

USA (ASA ALT)

USA (AMC)

Army

Se

rvices

USN (N4)



USAF (SAF/AQXA)

USAF (AFMC)

USAF (A4MM)Air

Force

USA PM (FCS)

USA (DCS G-4)

USA (ASA ALT)

USA (AMC)

Army

Se

rvices

USN (N4)



USAF (SAF/AQXA)

USAF (AFMC)

USAF (A4MM)Air

Force

USA PM (FCS)

USA (DCS G-4)

USA (ASA ALT)

USA (AMC)

Army

Se

rvices

USN (N4)



USAF (SAF/AQXA)

USAF (AFMC)

USAF (A4MM)Air

Force

USA PM (FCS)

USA (DCS G-4)

USA (ASA ALT)

USA (AMC)

Army

Se

rvices

ODUSD (L&MR)

OSD (PA&E)

OSD (DPAP)

OSD (COMPT)

OSD (BTA)

OSD (ATL)

OSD

JS (J8)

JS (J4) Joint Staff

DLA (J-31/-74)

DLA (DSCR) DLA

Cro

ss-D

oD

ODUSD (L&MR)

OSD (PA&E)

OSD (DPAP)

OSD (COMPT)

OSD (BTA)

OSD (ATL)

OSD

JS (J8)

JS (J4) Joint Staff

DLA (J-31/-74)

DLA (DSCR) DLA

Cro

ss-D

oD

ODUSD (L&MR)

OSD (PA&E)

OSD (DPAP)

OSD (COMPT)

OSD (BTA)

OSD (ATL)

OSD

JS (J8)

JS (J4) Joint Staff

DLA (J-31/-74)

DLA (DSCR) DLA

Cro

ss-D

oD

ODUSD (L&MR)

OSD (PA&E)

OSD (DPAP)

OSD (COMPT)

OSD (BTA)

OSD (ATL)

OSD

JS (J8)

JS (J4) Joint Staff

DLA (J-31/-74)

DLA (DSCR) DLA

Cro

ss-D

oD

PRTM Management Consultants

L&MR Consultants

MgmtConsulting

BAE Systems

XIO Strategies, Inc.

Avascent

Boeing

Honeywell

Sikorsky

SAIC

General Dynamics

Raytheon

Lockheed Martin

AIA & NDIAIn

du

stry


L&MR Consultants

MgmtConsulting

BAE Systems


Avascent

Boeing

Honeywell

Sikorsky

SAIC

General Dynamics

Raytheon

Lockheed Martin

AIA & NDIAIn

du

stry


L&MR Consultants

MgmtConsulting

BAE Systems


Avascent

Boeing

Honeywell

Sikorsky

SAIC

General Dynamics

Raytheon

Lockheed Martin

AIA & NDIAIn

du

stry


L&MR Consultants

MgmtConsulting

BAE Systems


Avascent

Boeing

Honeywell

Sikorsky

SAIC

General Dynamics

Raytheon

Lockheed Martin

AIA & NDIAIn

du

stry

Northrop Grumman

09pm07-34

Life Cycle Product Support Vision & Guiding Principles

Implementation Guidelines• Ruthlessly separate needs

from appetites• Understand portfolio of

alternatives• Tie metrics directly to

Warfighter outcomes

Implementation Guidelines• Govern sustainment as part of

the life cycle • Design for sustainability, and

integrate acquire-to-retire process

• Manage predictable costs throughout the life cycle

• Integrate human capital planning into life cycle focus

Implementation Guidelines• Exhaust opportunities for

Joint economy and reduce unnecessary redundancy

• Build the capability to make good enterprise decisions

• Enforce consistency in product support processes & infrastructure

Implementation Guidelines• Optimize public & private product support capabilities

• Leverage core competencies• Partnerships are effective;

equitable; transparent; bilateral and long-term

Implementation Guidelines• Manage with facts, and drive accountability for

performance and costs• Build and evolve BCAs that enhance decision

making

Start & E

nd with

the

Start & E

nd with

the

Warfi

ghter’s O

bjectives

Warfi

ghter’s O

bjectives

Demonstrate & Enforce

Demonstrate & Enforce

Life Cycle Focus

Life Cycle Focus

En

terprise M

eans

En

terprise M

eans

En

terprise

En

terprise

(& Jo

int M

eans Jo

int)

(& Jo

int M

eans Jo

int)

Bu

ild M

utu

ally

-

Bu

ild M

utu

ally

-

Ben

efic

ial P

artn

ersh

ips

Ben

efic

ial P

artn

ersh

ips

Incentivize Accountability Incentivize Accountability for Performancefor Performance

Aligned and Aligned and synchronized synchronized

operational, acquisition, operational, acquisition, and sustainment and sustainment

communities working communities working together to deliver together to deliver

required and affordable required and affordable Warfighter outcomes Warfighter outcomes

09pm07-35

8 Key Recommendations

35

Make BCAs consistent and productiveMake BCAs consistent and productive

Improve sustainment governance (e.g., Milestone D)Improve sustainment governance (e.g., Milestone D)

Align industrial integration strategy with NDAA 322 way ahead

Implement / enforce cost data collectionImplement / enforce cost data collection

Define next generation PBL business modelDefine next generation PBL business model

Define a performance metrics and management strategy Define a performance metrics and management strategy

Develop supply chain op. strategy that aligns organic & Develop supply chain op. strategy that aligns organic & industrial baseindustrial base

Move Human Capital Strategy implementation plan forwardMove Human Capital Strategy implementation plan forward

09pm07-36

Human Capital Root Cause Analysis

Don’t have tool to do an enterprise-wide competency assessment

No ent

erpr

ise-w

ide re

sour

ces t

o

fund

/ SV

Cs w

aiting

for f

unds

to

imple

men

t

Logistics Functional Community should not / can not fund enterprise-

wide tools

OSD Personnel & Readiness (P&R) provided policy to conduct and

implement Human Capital Strategy, but no resources to implement

Waiti

ng on

CPM

S to d

evelo

p

its to

ol so

don’t

have

to re

-

calib

rate

effor

ts

No dedicated Human Capital FTE for managing

Logistics portion of 3-Pilot Programs (IT, Financial,

Logistics)

Logistics Human Capital Strategy governing body

(ESG) hasn’t met since September

Lack of OSD-level incentive to enforce/ lack of implementation enforcement

OSD’s role is policy and policy enforcement, not policy

execution

Perception that current strategy may be un-executable and therefore

unenforceable

Lack of belief that the Logistics Human Capital Strategy is the all-encompassing

DoD effort to rally behind(??)Perception that can meet requirement with

current part-time FTE on the task

Perception that only 1 Mission Critical Occupation in Logistics

DHRB worked GAO response with representative from Acquisition (no Logistics rep); right

stakeholders not at the table

No DoD enterprise-wide forcing function or human capital vision

Title

10 en

coura

ges s

epar

ate

strat

egies

becau

se th

ey ar

e

resp

onsible

for “

training,

equipping,

and org

anizi

ng”

OSD’s

role

is polic

y and polic

y

enfo

rcemen

t, not p

olicy

exec

ution

SVCs waiting for resources to implement certain

portions of strategy (i.e., competency assessment

tool)

Next step in strategy Next step in strategy (“conduct competency (“conduct competency

assessment”) is not assessment”) is not being donebeing done

SVCs are SVCs are implementing some implementing some

parts of strategy in the parts of strategy in the form of “Initiatives”form of “Initiatives”

No continued No continued effort to govern effort to govern

strategy strategy implementationimplementation

No one entity organizing, coordinating, de-conflicting all different Human Capital community-wide efforts

09pm07-37

NDBI: Comprehensive Portfolio to Meet Clients’ Acquisition Business Management Needs

NDBI

09pm07-38

Role of Contractors??

09pm07-39

Be Bigger Than Where You Came From

Service Specific Stove-piped Organization Joint Logistics Enterprise

09pm07-40

BACK-UP

09pm07-41

The DoD Logistics Human Capital Vision Is A Multi-faceted Logistics Workforce That Will Succeed In A Joint Operating Environment

• Empowers a mobile workforce for flexibility to support future requirements

• Sustains the knowledge base

• Optimizes enterprise resources

• Provides consistent expectations and application of competencies and skills

requirements

• Defines a common lexicon for communication across logistics workforce

• Empowers a mobile workforce for flexibility to support future requirements

• Sustains the knowledge base

• Optimizes enterprise resources

• Provides consistent expectations and application of competencies and skills

requirements

• Defines a common lexicon for communication across logistics workforce

Outcomes of a Competency-Based Enterprise Logistics Workforce

Benefits of a High Performing, Agile and Ethical Workforce

Individual Cross-functional development for more flexibility and growth

Services & Agencies A DoD enterprise system to identify & utilize the desired competencies to meet mission needs

Total Force Logistics synergy to provide capabilities for current and emerging mission requirements

09pm07-42

FADomain

FIPTDomain

DAUDomain

Competency

Topic

Competency Elements

Sub Competencies

Terminal Learning /

Performance Objective Learning

Asset

Learning Asset

Link competencies to learning outcomes and assets

CRMSCompetency Requirements

Management System

Workforce/Learner

Engagement

09pm07-1 April 14, 2009 Life Cycle Logistics Human Capital Strategic Planning Randy Fowler |...

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