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DEFENSE LOGISTICS AGENCY

DEFENSE LOGISTICS AGENCY. VADM Keith Lippert, SC, USN Director, Defense Logistics Agency. Discussion Framework. DLA Top Five Priorities DLA Business What We Were What We Are Today What We Are Going To Be … DLA Transformation Summary. Top Five Priorities. Support to the Warfighter

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DEFENSE LOGISTICS AGENCY

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  1. DEFENSE LOGISTICS AGENCY VADM Keith Lippert, SC, USN Director, Defense Logistics Agency

  2. Discussion Framework • DLA Top Five Priorities • DLA Business • What We Were • What We Are Today • What We Are Going To Be … • DLA Transformation • Summary

  3. Top Five Priorities • Support to the Warfighter • Agency Transformation • Business Systems Modernization • Corporate Climate • “New Normal” • DPO Partnership

  4. Discussion Framework • DLA Top Five Priorities • DLA Business • What We Were • What We Are Today • What We Are Going To Be … • DLA Transformation • Summary

  5. The DLA Enterprise Scope of Business FY 02 Sales/Services: $21.5B FY 03 Sales/Services: $25B FY 04 Projection: $28.9B • 45,000 Requisitions/Day • 8,200 Contracts/Day • #55 Fortune 500 – Above Northrop Grumman • #2 in Top 50 Distribution Warehouses • 23 Distribution Depots • 4.6 Million NSNs • 24.7M Annual Receipts and Issues • 1411 Weapon Systems Supported • 147.7M Net Barrels Fuel Sold (FY 03) • $12.5B Annual Reutilizations/Disposals • Land/Maritime/Missiles: $ 2.7B • Aviation: $ 3.3B • Troop Support: $10.2B • Energy: $ 5.2B • Distribution: $ 2.2B • Other: $ 1.4B Foreign Military Sales • Sales: $719M • Shipments: 580K • Supporting 124 Nations People • 21,468 Civilians • 525 Active Duty Military • 636 Reserve Military • Located in 48 States/28 Countries

  6. DLA Transition… …Leaner…More Productive From ‘01-’04, Sales and Services grew by 70%... Billions of Dollars Of Sales/Services …while personnel levels fell to their lowest since 1963 …12% below DPG Civilian & Military Personnel (# In Thousands)

  7. How We Did It • More stable financing (no hold tables) • Reduced volatility in workload • Better collaboration with customers and suppliers • Improved forecasting and delivery • More long-term contracts with suppliers • Increased reliance on more highly automated strategic distribution centers • Shorter administrative lead times through process improvements • Shifting from manual to automated buying procedures • A-76 process for non-inherently governmental positions • MEO or contractor levels of support

  8. Supply AvailabilityHardware Items Navy SA of 90.1% - highest in over 20 years. Percent Net Demands (M) Operation Iraqi Freedom DLA Total DOD Supply Availability Goal: 85% DLA Navy

  9. Backorders – HardwareTotal Navy Backorders at record lows Thousands Operation Iraqi Freedom Lowest In DLA History

  10. Backorders > 180 Days Hardware Thousands

  11. Improving Performance Backorder Delay Time Reductions Average Backorder Time (in Days)

  12. Linking DLA Backorders to Critical Parts Missing in Aircraft Total DLA Navy Backorders Relationship to Critical Parts Missing in Naval Aircraft Total Navy Backorders for DLA Parts Mission Critical Parts Missing per Naval Aircraft Data Source for Holes in Aircraft: Center for Naval Analysis (CNA) – POC Mr. Craig Goodwyn * A critical part is defined as a part causing a NMC or PMC aircraft

  13. Cost Recovery Rates Over Time (Operating Costs as a Percentage of Total Sales) CRR % Lowest Cost Recovery Rate in DLA History Percent Savings Returned to Warfighter

  14. Returning Dollars To The Warfighters Returning Dollars to the Warfighters FY 04-09 Net Savings - $1.8B ($M) Competitive Sourcing Business Systems Modernization Customer Relationship Management Shift to Commercial Practices Near-Term Investment…Long-Term Savings

  15. Discussion Framework • DLA Top Five Priorities • DLA Business • What We Were • What We Are Today • What We Are Going To Be … • DLA Transformation • Summary

  16. DLA ...What We Were • Large Wholesaler • Internally Focused Metrics • Little Customer Interface • Poor Reputation • Antiquated IT Systems and Business Processes • Slow, 1960’s vintage batch processing • Business practices dictated by systems • Large Inventories … "Just-In-Case" • Overlap with commercial sector • Food, Clothing and Medical Inventories • Too Costly

  17. What We Were…Customer Assessment Summer 2001: 3 and 4 Star Flag Conference Customer Feedback: "DLA takes too long to provide material and DLA costs too much" What we did …. • Improve supply availability … Reduce wait time … • Drive down backorders - Improve Readiness • Reduce costs - Contingency Support • Strategic and Business Plan Developed • Enterprise System Modernization - Changed Culture ACTION TRANSFORMATION

  18. Discussion Framework • DLA Top Five Priorities • DLA Business • What We Were • What We Are Today • What We Are Going To Be … • DLA Transformation • Summary

  19. What We Are Today…Focused on Customer • Combatant Command Liaison Officers: • Inside Joint Staff J4, EUCOM, PACOM, CENTCOM, TRANSCOM, SOUTHCOM/STRATCOM, JFCOM & NORTHCOM • Provide Planning, Contingency, and Single POC for DLA Logistics Support • DLA Contingency Support Teams • Deploy with Force as Requested by Combatant Commanders • Provides On Site DLA Logistics, Asset Visibility Support • Bosnia, Kosovo, Croatia, Kuwait, Iraq, and Uzbekistan Today • Customer Engagement Strategy • National Account/Customer Account Managers, Customer Service Reps (CSR) • CSR is single POC for DLA Logistics at 71 Major Service Locations Globally • Performance Based Agreements with Each of the Four Services • Establish Customer-focused Performance Metrics • Set Agenda for Logistics Initiatives • Establish a Partnership Council for Continuous Interaction

  20. Focused on Customer:DLA Europe - Pacific • DLA Overseas Commands Supporting EUCOM and PACOM • Standing Up DLA Southwest Asia Next Year • Single Focal Point for all Combatant Commander's Support Issues • Customer Support and Lead Center Representation • Lead for Theater Contingency and Exercise Planning • Commands DLA Contingency Support Teams • Provides Director with a Single Touch Point for all DLA Support Issues in Theater

  21. What We Are Today…Moving Towards Transformation • Refined Goals and Metrics • Instituted Robust Performance Reviews • Focused on Backorder and Cost Reductions • Streamlined Procurement Processes • Fully supported by DOD leadership • Requirements Fully Funded • Deployment and Distribution Operations Center (DDOC)

  22. CENTCOM DDOC(CDDOC) • Collaboration • Customers and lift-providers share information and explore solutions to theater logistics problems • Visibility & Synchronization of Cargo and Passengers • Experimented with ITV/TAV to improve visibility • Forecasting • Enabling CFLCC and CJTF-7 to synchronize war-fighter support • Internet/Portal Technology • Central repository for theater distribution information • Process Improvements • Theater Retrograde, Task Force Express • Metrics to be refined • Process changes to be incorporated into Joint and Service Doctrine • DDOC being considered for support in other theaters

  23. Discussion Framework • DLA Top Five Priorities • DLA Business • What We Were • What We Are Today • What We Are Going To Be … • DLA Transformation • Summary

  24. DLA Tomorrow…Transformation Strategy • 10 Major Transformational Initiatives • $1 Billion+ Investment Committed • $1.8 Billion Net Savings Committed for Return To the Services • Agency’s Core Business Model • Support to Services – driven by future requirements • Suppliers – manager and integrator • Supply Chains – effective, efficient and seamless Partner • End-to-end internal overhaul • Collaborating with Services, Agencies and Combatant Commanders

  25. Returning $1.8 Billion to the Services The Transformation Roadmap Business Systems Modernization Plus A-76 & BRAC 2005 National Inventory Management Strategy Dynamic Materiel Positioning Forward Positioning Customer Relationship Mgmt Executive Agent: fuels-subsistence Supplier Relationship Mgmt Work Force Transformation Integrated Data Environment Fuels Automated System 1998 2009 12

  26. Sales $.3B to $3B Users 390 to 1260 Line Items 170 k to 250k = System Functionality = Users and Materiel = Full Operating Capability BSM Schedule BSM Schedule FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 Release Two Release One FOC BPR Design, Build, Test Release 1.2 C&T, Legacy Procurement Solution (Retire PD2) BW 1.2 Release 1.1 - Subsistence (Retire Legacy System) BDUs Business Warehouse BW 1.1 Release 2.0 - Core Phased Roll-out Line Items & Personnel Release 2.x - Enhanced IOT&E

  27. Discussion Framework • DLA Top Five Priorities • DLA Business • What We Were • What We Are Today • What We Are Going To Be … • DLA Transformation • Summary

  28. Summary • Critical Combat Enabler … Light and Agile • Focused on Improved warfighter support and reduced costs • 32.8% reduction in backorders and improved readiness (since Oct 01) • 51% decrease in cost recovery rates • $1.8B back to services FY 04-09 • Strong Support to OIF • CDDOC Improving Flow of Supplies and Personnel • Record Setting Support with Demand at Historic Highs • DOD Leader In Enterprise System Transformation Tomorrow’s vision … smaller, more efficient, leveraged with best business practices

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