2011 DoD Maintenance Symposium Panel

DLA Supply Support to the DoD Maintenance Enterprise

November 14, 2011 Fort Worth Convention Center

Fort Worth, Texas

Today’s Panel Members Ms. Lisha H. Adams, SES Deputy Chief of Staff for Support Operations Army Materiel Command, G-4

Mr. Michael T. Madden, SES Executive Deputy Marine Corps Logistics Command

Ms. Lorna B. Estep, SES Deputy Director of Logistics Directorate of Logistics and Sustainment Headquarters Air Force Materiel Command/A4

Mr. William H. Budden, SES Deputy Commander DLA Distribution

Mr. James M. McClaugherty, SES Deputy Commander DLA Land and Maritime Panel Moderator

Rules of the Road

• “Perfect Storm” for DoD on the Horizon

• An Exhausted Nation with Deep Economic Issues; Tightening DoD Budgets; “Tired Iron”; Short Window of Opportunity

• MUCH to do with Diminishing Opportunities to Perform

• Complicated by New DoD Roles and Missions

• BRAC 05 the “Change Agent”

• DLA Now Must be Ambidextrous in Wholesale AND Retail Supply Support

• Our Mission Today – Explore This New Calculus on Behalf of the DoD Maintenance Community

CREATIVE TENSION ENCOURAGED!!

Full Spectrum Global Support

Distribution • 26 Distribution Centers

• $100B DoD Inventory

• 45.4M sq ft covered storage

Strategic Materials • Critical items such as

titanium, cobalt, and

tungsten

Disposition Services • Co-located with customers

• Over $25B per year

• Reutilization & Marketing

• Reverse Logistics

Services • Document Services

• Transaction Services

Theater Support • DLA Europe & Africa

• DLA Pacific

• DLA Central

Supply Chains • Land Systems

• Maritime Systems

• Aviation Systems

• Fuel/Energy

• Subsistence

• Medical

• Clothing & Textile

• Construction & Equip

• Logistics Information

Service

WARFIGHTER-FOCUSED, GLOBALLY RESPONSIVE, FISCALLY RESPONSIBLE SUPPLY CHAIN LEADERSHIP

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Global Supply Chains Troop Support

• CLI: Subsistence

– Food Service – Produce – Operational Rations

• CLII: Clothing & Textile

– Recruit Clothing – Organizational Clothing &

Individual Equipment

• CLIV/VII: Construction & Equipment

– Facilities Maintenance – Equipment – Wood Products – Safety & Rescue Equipment

• CLVIII: Medical

– Pharmaceutical – Medical/Surgical Equipment

Aviation

• CLIX:

– Engine Components, Air Frames – Flight Safety Equipment, Maps – Environmental Products

Land and Maritime

• CLIX: Maritime

– Valves, Fluid Handling – Electrical/Electronics – Motors, Packing/Gaskets

• CLIX: Land

– Wheeled,Tracked & Heavy Vehicle Parts – Vehicle Maintenance Kits – Power Transmission/Engine/Suspension

Components – Tires, Batteries and Small Arms Parts

Energy

• CLIII: Energy

– DoD Executive Agent for all Bulk Petroleum – Natural Gas, Coal, Electricity – Aerospace Energy

WARFIGHTER-FOCUSED, GLOBALLY RESPONSIVE, FISCALLY RESPONSIBLE SUPPLY CHAIN LEADERSHIP

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Industrial Distribution Support

• Consolidate supply, storage and distribution functions and associated

inventories that support the industrial site.

• Storage and distribution way ahead

– Process flow

– Organizational Alignment

Exploit Distribution Experience

WARFIGHTER-FOCUSED, GLOBALLY RESPONSIVE, FISCALLY RESPONSIBLE SUPPLY CHAIN LEADERSHIP

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As of 9 Nov 11

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Thoughts on Supply Chain…

One Supply Chain or Hundreds of Supply Chains?

Impact of wartime urgent needs

Contractor Logistics Support…can we continue to do it

wrong?

PBLs…do we really understand enough to make a

good deal?

Is there another measurement

besides Readiness?

Integrity Service Excellence

2011 DoD Symposium

Ms. Lorna Estep HQ AFMC/A4

14 Nov 11

Air Force Materiel Command

DLA Supply Support to the DoD

Maintenance Enterprise

An Air Force Perspective

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Aircraft Requirements Focus

Supply Support to Depot Maintenance Operations (SDMO) •Examine end-to-end process by which requirements development, materiel support, and maintenance execution drive Programmed Depot Maintenance (PDM) performance

•Highlight gaps

•Implement lasting countermeasures

•Problem Statement (2010) - PDM due date performance (DDP) below standard, leading to:

• Increased depot-possessed time

• Decreased fleet-wide aircraft availability (AA)

•Scope - Focus on aircraft PDM processes to limit complexity, improve integration, and

provide lessons learned to future efforts

•Governance - Co-Chair: HQ AFMC Director and Air Force Global Logistics Support (AFGLSC)

Commander

- Representation: Air Logistics Centers, Maintenance (MXW), Aerospace Sustainment Directorates, AFGLSC, Defense Logistics Agency (DLA) Aviation, and others

SDMO Background

7 Outcomes, 24 Gaps • Value Stream Mapping (VSM) effort identified 24 gaps across requirements,

materiel, and maintenance

• Grouped gaps into 7 Strategic Outcomes (OC) with O-6/GS-15 lead

Strategic Outcome #1

Proactive and Collaborative

Supportability

• No Proactive

supportability feedback

loop from GLSC to PDM

Stakeholders

• No Proactive

supportability feedback

loop from DLA to AF

• No standard approach to

forecast and budget

shop support items

• Depots not considered in

parts distribution

decisions

• DLA supply chain

execution of

procurement is not

timely

Strategic Outcome #4

Increased Flexibility to

Meet Requirement

Changes

• Lack of standardized

strategic requirements

approach in response to

DLA and DLR shortfalls

• Mis-sequenced

production planning &

sequencing of Mx work

activities

• Lack of workload review

business rules

• Lack of mechanic-centric

maintenance

• Delays in AMR and D200

negatively impact

workload review

• Systems interfaces

required to link data from

AMRD to other

workloading systems

Strategic Outcome #5

Collaborative Requirements

Development

• AFGLSC does not receive

the AMR data call

• Lack of clearly defined

process to add new tasks

to brochure

• Standardized PDMC

process roles and

responsibilities are not fully

deployed and understood

• Job and non-job routed

items not clearly identified

& planned

• Lack of early requirements

collaboration

• PDM workspec task lists

are not specific

• No standard approach to

forecast and budget other

source of supply items

• Lack of std repeatable

process for EN analysis to

document aircraft condition

• Capability to “bulk load”

AMR Tasks into AMRD

• Lack of std fleet mgmt sys

Strategic Outcome #3

Clear Roles and

Responsibilities

• Lack of documented

roles and responsibilities

for maintenance, supply,

DLA, and Program

offices

• Supportability enabling

agencies not staffed to

support maintenance

wing activities

Strategic Outcome #7

Appropriate Performance

Metrics Established

• No Standard

Performance Metrics

Suite to Measure

Requirements

Strategic Outcome #2

Improved Supply Chain

Sourcing Support to PDM

Strategic Outcome #6

Proactive Production

Planning

Support to Depot Maintenance Operations Program

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Results

• Roles & Responsibilities clarified for PDM supportability processes across DLA, HQ AFMC, AFGLSC, ASD, MXW, etc.

• Major updates to Logistics Requirements Determination Process (LRDP) Handbook & Guide

• Tools fielded

• Planning for DLA Managed Consumables (PDMC) formal training for Centers started

PERFORMANCE IMPROVING

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