RUSI Presentation

Dr A C H Mace

Defence Equipment & Support

Chief of Staff

4 October 2007

RUSI Presentation

Presentation

• Where have we come from?

• What we are.

• How we work.

• Support to operations.

Where we have come from

Procurement Executive

(1972 - 1999) (1999 - 2007) (2007 - )

DPA

Defence Equipment & Support

Ministry of Defence

DLO

Naval Support Command

Quarter Master General’s Department

RAF Logistics Command

Merger Strategy

• Fit for purpose.• Built on the best in DPA and DLO.• Adaptable to deliver change in 07/08.• Part of wider Defence Acquisition

Change Programme (DACP).

….in 9 months, while maintaining focus on…

Delivering support to operations.

DPA/DLO Merger Plan

Scoping and Planning

Testing and Optimisation

Phase 1(Jul-Sept 06)

Phase 2(Oct-Dec 06)

Phase 3(Jan-Mar 07)

Phase 4(Apr 07-Mar 08)

Deciding

Designing

Detailed design

Developing

Communication & Implementation

Describing

g

DE&S Mission

“To equip and support our Armed Forces for operations now and in the future.”

DE&S – Strategic Objectives

Strategic Objectives

1. Equipment and support for operations

2. Leadership, performance management and professionalism

3. Manage complex projects and through life management

4. Transforming the relationship with industry

5. Continuous improvement

DE&S Facts

• 65 locations across UK.

• Circa 29,000 people.

• Assets of £76Bn on balance sheet.

• £16Bn annual spend.– 43% of MoD budget.– £3Bn more than the

Home Office.

DE&S Personnel Structure (as at March 2007)

Civilian77%

RN10%

Army5%

RAF8%

DE&S Personnel Structure (as at March 2007)

Civilian77%

RN10%

Army5%

RAF8%

DE&S now

PJHQDE&S

Industry

Collaboration

Ops

University

OGDs

Front Line Commands

DE&S InterfacesO

PE

RA

TIO

NS

IND

US

TR

Y

Service Domain Based

Capability Based

Industrial Sector Based

User

DE&S Sponsor

Research & Development

MOD Centre

In-Service Equipment SupportCommodities & Services Delivery

New Equipment & Support Delivery

Capability Planning

Equipment & Equipment

Support Delivery

Departmental Planning

life

Business Model

Through-lifedelivery

Through-

Through-lifedelivery

CCSCCS

IPTsIPTs

IPTsIPTs

IPTsIPTs

-delivery

-life

Through-lifedelivery

COO

Industry

CCSCCS

CofMs

MOD Head Office

MOD Head Office

IPTsIPTs

IPTsIPTs

IPTsIPTs

FLCs

Performance Management

Delivery Coherence

OPERATIONS

Business Management System

Chief Operating

Officer

Chief Operating

Officer

Chief of Defence Materiel

Chief of Defence MaterielNEDNEDNEDNEDNEDNEDNEDsNEDs

Main

Bo

ard: G

overn

anc

e

Production:

Commercial Management

Delivery:

Military Effectiveness

High-level Organisation

Defence Equipment & Support

Corporate:

Professional Services

As Logistics Process Owner

DG ShipsDG Ships DG Submarines

DG Submarines

DG Combat Air

DG Combat Air

DG Helicopters

DG Helicopters

DG Weapons

DG Weapons

DG Air SupportDG Air

Support

DG Land EquipmentDG Land

Equipment

DG ISTARDG ISTAR

DG HRDG HR

DG Commercial

DG Commercial

DG Safety & Engineering DG Safety & Engineering

DG FINANCE (2*)

DG FINANCE (2*)

CHIEF OF STAFF (2*)CHIEF OF STAFF (2*)

ACDS (Log Ops)

ACDS (Log Ops)

Chief of Corporate Services

Chief of Corporate Services

Chief of Materiel (Fleet)

Chief of Materiel (Fleet)

Chief of Materiel (Land)

Chief of Materiel (Land)

Chief of Materiel (Strike)

Chief of Materiel (Strike)

DG Joint Supply ChainDG Joint Supply Chain

DG Information Systems & ServicesDG Information Systems & Services

Clusters

IPT Through-Life Plans

Commercial

Astuteness

Human

Resources

Military

Effectiveness

Corporate/ Business Plan

Targets

System Engineering

CustomersPlanning/Finance

Technology

Performance ManagementApprovals

DE&S: External Factors, Boundaries & ConstraintsStrategic / Operational•Intensity of ops•Terrorism•Failing States•Utilities•New Actors (eg India, China)•Collaboration

Resource Availability•CSR07/MoD Capability Review•Energy•Estate•Sustainable Development

•DIS•Capability•Capacity

Departmental Organisation•Streamlining•Military in Def Acq•FLC restructuring•FLC Strategic Plans

Global/Political•New Government/Ministers•Radical increase/decrease op tempo•Radical decrease available resources•(Lack of) success of TLCM•Shift in technology•Radical changes to industry / sector•Political/legal considerations

Sponsor/User sets requirements/specs

Sponsor/User decidesfunding priorities

Centre decides policy / funding / people mix etc

UORs

Reliant on industry performance

Central / HMT approval of majorbusiness cases

EU, statutes, DMB etc

DE&S

Equip & support our armed forces for operations now & in the future

Accountability

Delegated approval for Cat C&D projects

Cluster DG freedom to veer & haul funding

between projects

Freedom to reward high performers Freedom to promote

staff in post

Resource pools allow flexible deployment

of specialist staff

DE&S manages commercial interface on behalf of MoD

Ability to influence ECC thru PCT trades

Freedom to influencepolicy, governance

Freedom to delegateeffectively

•SMEs•R&D

Industry

Ability to influence solutions,systems engineering, logistics

Equipment and Support

Engineering, support solutions,logistics, systems, technology insertion

Support to Operations

“To equip and support our Armed Forces for operations now and in the future.”

Operations worldwide

Support to current operations

• 30 operations world-wide.

• Approx 15,000 deployed personnel.

• Afghanistan initial deployment (and sustained):– >7,500 personnel, whilst continuing support to Iraq.– 2,100 vehicles, covering 2.5 million miles.– Last year delivered 5,000 tonnes of ammunition by air.

• Have or are responding to over 1000 UORs.

• During June over 27 tons of mail was sent to Afghanistan (3556 bags)

Performance monitoring

• Performance to Theatre:– Weekly reports.– 1 to 5 day response: target 90%.– 6 to 20 day response: target 85%.– UORs.

Future - Options

• P Performance

• A Agility

• C Confidence

• E Effectiveness

Questions?