Deflogme Prof. Philbert Suresh
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Transcript of Deflogme Prof. Philbert Suresh
Abu Dhabi Defense LogisticsConference January 21-23, 2008
Ms Shaikha Al Hashem
GLF Executive & Research Assistant
Prof Philbert Suresh
GUST Logistics Forum – Kuwait
www.gust.edu.kw/glf
“Call Me Trimtab”Buckminister Fuller
Architect of Geodesic Domes and Author of Spaceship Earth
• A large ship goes by, and then comes the rudder.
• On the edge of the rudder is a miniature rudder called a trim-tab. Moving the trim-tab builds low pressure that turns the rudder that steers the gigantic ship with almost no effort.
• One individual could be a trim-tab, making a major difference and in Defense Logistics Conference – this trim tab of 2003 was ECSSR (War Time)and in 2008 it is IQPC (Peace Time)represented by Mr. Hugh James and his dynamic team in Dubai. Let us congratulate them now.
Trim Tab in a Aircraft
F/A 18 Hornet
Resource Management, Asset Visibility,Training & Deployment
• Focused Logistics – Redefined by Technology Today
• Transformation in Defense Leadership Lessons from Business and Industry
• Total Asset Visibility
• Identifying Black-holes in Defense Supply Chain
• Joint Defense Logistics Command in the Gulf Region – SAH Kuwaiti Perspective
• PISCES – A Tool for effective Naval Personnel Management
• Summary of GLF – Initiatives and Professional Activities for Armed Forces in the GCC States
Focused Defense Logistics
“Focused Logistics" is the capstone logistics concept of the Joint Chiefs of Staff.
The goal is to exploit information technology, business process reengineering, and new transportation technologies to ensure delivery of the right materiel and forces at the right place at the right time.
Four Trends of Focused Logistics
• Deployment
timeframes are
becoming more
ambitious
• The importance of
peacetime
transportation business
is declining
• Defense and
commercial supply
chains are becoming
more integrated
• Sensitivity to some
safety and security
issues is increasing
Focused Logistics
Defence Logistics in Kuwait
• Defense Logistics Agency Central Command (DLA-C) is the Defense Logistics Agency's focal point for issues in the U.S. Central Command (USCENTCOM) area of responsibility (AOR).
• DLA-C provides the single face to the combatant commander, integrating DLA support throughout the CENTCOM AOR for logistical solutions with assistance from the DLA field activities within the CONUS. DLA-C HQ is located at MacDill AFB, Florida. DLA-C has three DCSTs working alongside deployed forces in Iraq, Kuwait, and Afghanistan.
• DLA-C also has WSRs located in Bahrain, Qatar and Kuwait.
• Other DLA activities in the USCENTCOM AOR include: Defense Reutilization and Marketing Service International; Defense Energy Supply Center-Middle East; Defense Distribution Center Depot Kuwait; and Defense Distribution Center Map Support Office Bahrain.
• Commander, DLA Contingency Support Team -Kuwait
– Camp ArifjanDSN: 318-430-5454COMM: 965-389-5454
DLA• The Defense Logistics Agency (DLA) is a U.S. Department of Defense (DoD) agency. The DLA Director reports to the Under Secretary of Defense for Acquisition, Technology and Logistics through the Deputy Under Secretary of Defense (Logistics and Materiel Readiness).
• \DLA provides worldwide logistics support for the missions of the military departments and the unified combatant commands under conditions of peace and war.
• It also provides logistics support to other DoD components and certain federal agencies, foreign governments, international organizations, and others as authorized.
Rising Average Age of US Aircraft
“Machines Don’t Fight
Wars, People Do, and They
Use Their Minds!”
Col. John Boyd
US Army
“Machines Don’t Fight
Wars, People Do, and They
Use Their Minds!”
Col. John Boyd
US Army
History of Military Logistics
• From Hammurabi, the King of Babylon in 4th
century BC to General Tommy Franks of today
in 2003– it was logistics in different dimensions.
• Resolve the Fundamental Conflict of Efficiency
vs Effectiveness of Logistics Leadership
Create and Sustain Individual Experience & Unit Excellence
… While …
Allowing Individuals to Influence Their Own Careers
Create and Sustain Individual Experience & Unit Excellence
… While …
Allowing Individuals to Influence Their Own Careers
Who is a Leader?
• A leader is a person who has responsibilities, and people reporting to him; he is part of the decision-making team that sets out the direction of the organization or a commanding unit.
True Leadership!
• By saving "leadership"
for the managers or
commanders, what
message are we sending
to the rest of the
individuals in the
organization or unit?
“The nation had the lion’s heart.
I had the luck to give the roar”
WINSTON CHURCHILL
You aren't a leader.
You don't have to be responsible.
You don't have to make decisions.
21st Century Leadership
The 21st century army or business
organization success depends not
only at the top of the hierarchy,
with a capital L, but also in more
modest sense (l) throughout the
enterprise.
Leadership Traits
•take responsibility for themselves
•make decisions
•communicate well
•are passionate
•care about others
•influence people around them, consciously or unconsciously
•do what needs to be done, even if it's not their "job"
•are honest
•are open
•have a positive attitude
Transformation
• Stephen R Covey states,”
I am personally
convinced that one
person can be a change
catalyst, a “transformer”
in any situation, any
organization.”
Such an individual is yeast that can leaven an entire loaf. It requires vision,initiative,
patience, respect, persistence,
courage and faith to be a Transforming Leader.
Transformational Leadership
• Make a difference as transformational leader vis-à-vis the transactional leadership.
Transformational Leadership
TL is systematic, consisting of purposeful and organized search for changes, systematic analysis and the capacity to move resources from areas of lesser to greater productivity.
Where are today’s & tomorrow’s Transformational Leaders?
• You could find them in your homes, classrooms, workplaces, mosques, clubs etc Wherever there is human interaction, there is an opportunity for transformational leadership.
• Transformational leadership can be learnt. It can produce that extra effort within the group – at the top and at the bottom level – for that charisma, inspiration, intellectual stimulation and individualized consideration.
Transformational Leaders of Today & Yesterday
HH Zayed bin Sultan Al Nahayan
Mahatma Gandhi
Winston Churchill
Ernst Rommel – the Desert Fox
Napoleon Bonaparte
Lee Iacocca, Chyrsler
Ross Perot, EDS
Ted Turner, Turner Broadcasting System ( CNN)
Roberto Goizueta, Coca Cola
Roger Smith, General Motors
All these transformational leaders shared 4 common
traits: Charisma + Inspiration+ Intellectual Stimulation
and Individual Consideration
Distinctions Between Manager and Leader or the Officer and the Unit Commander
• The Manager administers; the leader innovates.
• The manager is a copy; the leader is an original.
• The manager maintains; the leader develops.
• The manager accepts reality; the leader investigates.
• The manager focuses on systems and structure; the
leader focuses on people.
• The manager relies on control; the leader inspires trust.
• The manager has a short-range view; the leader has a
long range perspective.
Military Restructuring & Reorganization
A Case of US Army under Defense Officers Personnel
Management Act -DOPMA
•Change Military Administration DOPMA:
–Replace “Up-or-Out” with “Up-or-Stay”
•Allow Officers to decide whether they want to get promoted or stay at current grade (CPT- Above)
–Reduce the Size of the Officer Corps at the Middle and Upper Grades
•From 14.3 percent to 5 percent of force over 10 years
–Tailor DOPMA to Fit the Specific Cultural Needs of Each Service
–Replace the “All or Nothing” Retirement System with a “Vest at 10+, Collect at 55” System.
Military Restructuring & ReorganizationA Case of US Army (contd)
•Design the Force Structure around a “Regimental” System (for cohesion):
–Flatten the organization, eliminating many headquarters above the brigade
–Integrate reserve and active components into each regiment
•Empower a Bottom-Up Approach to Leadership and Doctrine Development
•Change the Personnel Management System:
–Accessions and Entry
–Education–Decentralize Management and Promotion Policies
The Problems?The Problems?
We do not have a good understanding of:
• Culture (Command Climates/Environments, etc…)
• Cohesion-What causes it e.g., tough tours bond!
• Measures—How to Measure things like Military
Environment in a non-threatening way
We preach decentralization and trust, but in reality—in our
drive for efficiency -- we practice centralization, undercutting
trust
Theme:
Promote Individual Growth
… WITHIN …
The Context of Unit Excellence
Promote Individual Growth
… WITHIN …
The Context of Unit Excellence
• We have an understanding of the:
– Fundamentals
– Examine the History of the Army Personnel System
– Compare with Other Personnel Systems
• Now We Organize for Military Excellence
– The Evolution of Warfare: The U.S. Army is Stuck in the Second Generation
– Implications on the Personnel System: A Changing World
– Overview of Current System: “Tangible and Intangible Mismatch”
– The Changes: “Revolutionary Thoughts: Parallel Evolution”
Overview
It is a Way of Thinking That Focuses on the Enemy.
Main
Effort
Surfaces
& Gaps
Mission
Tactics
Commander’s
Intent
Fluidity &
Harmony of
Efforts
Large Reserve
Quick Decisions
Multiple Thrusts
Combined Arms
Cmdrs Fwd
Recon-Pull
A Common Outlook for Speeding Up & Harmonizing the Differing Tempos & Rhythms
of the Observation - Orientation - Decision - Action Cycles (OODA Loops) at
Each Level of Organization, W/O Establishing Rigid Uniformity.
A Common Outlook for Speeding Up & Harmonizing the Differing Tempos & Rhythms
of the Observation - Orientation - Decision - Action Cycles (OODA Loops) at
Each Level of Organization, W/O Establishing Rigid Uniformity.
The Culture Must be Redesigned
to execute Maneuver Doctrine:
First: A New Doctrine for Future WarfareFocuses The Personnel System
First: A New Doctrine for Future WarfareFocuses The Personnel System
Operations/doctrine
must drive the
personnel
system--
not vice
versa!
Conflicts: short tours,
statistical measures for
readiness, IR units,
large overhead,
centralization
zero-defects
Critical to
TRUST
• How does the Army ensure that someone is staying is competent?
• Natural dynamic--people know each other, saying their friend can no longer stay in a certain position is hard.
• Annual force-on-force competitions evaluated made by outsidepersonnel.
• Must identify people who lose and screw up, and those who win (culturally difficult for U.S.).
• Once the new culture is established, must allow CGs the latitude to deviate from the original practices (including the use of money).
• Must enforce shared standards of unit performance, which then forms a unit-based value set (instead of artificial quotas set by race and gender)=trust.
Final ThoughtsFinal Thoughts
Proposed System Builds Leaders and Units Ready for Future Combat:
“Psychological readiness for combat is comprised of five dimensions: horizontal cohesion, vertical cohesion, individual morale, confidence in group combat capability, and confidence in leaders.”
… As A Result …
“… also reported that highly cohesive units, with strong horizontal and vertical bonding and strong unit self confidence, experienced minimal numbers of combat stress casualties as well as maximum possibilities for reconstitution of units after battle.”
WAIR Lessons Learned to Date 1987
Proposed System Builds Leaders and Units Ready for Future Combat:
“Psychological readiness for combat is comprised of five dimensions: horizontal cohesion, vertical cohesion, individual morale, confidence in group combat capability, and confidence in leaders.”
… As A Result …
“… also reported that highly cohesive units, with strong horizontal and vertical bonding and strong unit self confidence, experienced minimal numbers of combat stress casualties as well as maximum possibilities for reconstitution of units after battle.”
WAIR Lessons Learned to Date 1987
While transportation ha
often been referred to
as the "black hole" in
the supply chain,
a recent article in eWeek
pointed out
a micro version of this phenomena.
The "black hole" refers to the
lack of product visibility
between known transaction
points -- say,
a distributor's shipping dock
and an ordnance depot
receiving dock
Depots that allow purchase online
and pick up at the store don't really
know exactly how many of a
particular item is actually available
for use by different units .
While the system may show two
of a particular
item in stock (and allow
online purchase of it), in-store
consuming units may
have taken them from the shelves
but not yet gotten to check-out
PISCES Operational Objectives 1
• Develop selection, classification, and
assessment instruments
– Appropriate for individuals across the Total
Force
– Useful across entire Career
– That inform team configuration and
assignments
PISCES
Operational Objectives 2 & 3
• Integrated assessments which maximize
information and minimizes response burden
– Incorporates demographic, trait measures,
knowledge, training, attitudes, opinions and
interior
• Develop simulations that predict outcomes
of policy changes on subgroup behaviour
PISCES Technical Objective:
Individual Assessments • Develop an integrated individual assessment system
• Combining selection and classification measures, attitude and
opinion assessments, training and education indices, with
behavioural outcomes
• Extend assessments to Total Force and across a career
• Develop a taxonomy of the relationships between classes of
assessments and behavioural outcomes
• Develop data collection tools to effectively and efficiently
describe the Total Force
– Integrated algorithms to optimally sample sectors of Total
Force
– Ensures adequate coverage of the multivariate space to
support modeling and simulation of the force
PISCES Technical Objective:
Team Assessments • Develop slection tools that foster the assignment of
individuals to teams to maximize team performance ( or
minimize disruption)
• Develop a taxonomy for Navy teams
• Develop team competency measures that are tested,
validated, and incorporated in an experimental
simulation environment
• Develop realistic team simulator that assesses
performance in significant classes of team
configurations ,e.g. static, dynamic and virtual
(spatially separate) teams.
Total Force Readiness:
Empowering to the Edge 1• Capability Gap Addressed – Sea Warior Vision elements
“Right Force, Right Readiness, Right Cost” by providing
unit commanders decision support tools to improve
effectiveness and maximize return on investment
• In order to build an effective total force (active duty,
reserve civilian, and contractor labour) for the best price,
Dr David Alderton and his research team at NPRST
propose to leverage advances in semi-parametric,
information theoretic, and Bayesian econometrics to
estimate model of deman, supply, human capital
substitutability and complementarities, costs and utility.
Total Force Readiness:
Empowering to the Edge 2
• Unit level tools will enable commanders to
analyze the cost implicationsof their actions
and weigh trade-offs between readiness,cost
and risk.
• Intelligent agents will empower Sailors to
make training and assignment choices that
enhance their careers and meet personal
goals
Business Driven
Information Driven
Technology Driven
Quote of the Day
If you wish to succeed in life (or workplace units), make perseverance your bosom friend, experience your wise counselor, caution your elder brother, and hope your guardian genius. --Joseph Addison English poet, essayist, and playwright
Spend some time this week reflecting
on your own personal vision - what you
would like to accomplish in your life,
what kind of legacy you would like
to leave behind. Then ask yourself
what you are doing today to make that
happen.
Transformational leadership is always
an option, so begin the path today -
In the Focused Defense logistics of 21st century
Cubic Centimetre of Chance
Research Scoop on
Defense Logistics in Kuwait
Ms Shaikha Al Hashem Executive Member and Research Assistant at
GUST GLF will introduce this session for 10
minutes of your time. Do Enjoy!
GUST Logistics Forum
initiative and community support
GLF Professional Development Workshops for logistics
GLF Seminars
and Conference
GLF
Overseas Trip to Port of Hamburg and
Airbus in Toulouse, France
Forthcoming Publication end of 2008A researched book on
Logistics Leadership of MEIncludes a chapter on
Defense Logistics in GCC States