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POLICY TRACK

The Challenge of Moving From

Performance Based Logistics to An

Operational Logistics Framework

Russell E. Bryant, Jr.PEO(IWS) 2E24

[email protected]

202-781-1973

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OUTLINE

Take Aways

Why Value Chains Objective

Edges and Constraints Model and Joint/Services Unified Task Lists

Countering Constraints and Gaps

Measurement Hierarchy Framework

Realworld Components To Solve ECOGs

Framework Examples and Discussion Summary and Discussion

STIMULATE THINKING AND DISCUSSION

OFFER A SHIFT IN FRAMEWORK

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TAKE AWAYS

Challenged to Adjust and Transform - QDR, DoD 5000,JCIDS, and NDS

Deliver Capabilities to The Warfighters as Value Chain

Opportunities for Better Flow Through All Componentsand Partners

Tools and Methods are Available and Being Used

Opportunities to Leverage Other Sources and Ideas

Developing Larger Understanding of Flow to AddressEdges, Challenges, Opportunities, and Gaps (EGOGs)

Can Assist in the Transition to National Security

Personnel System

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WHY VALUE CHAIN - OBJECTIVE

Seamless Flow of Materials and Productas Resource Flow

In order to lower this cost [static inventory], logistics andtransportation providers are investing in faster and more efficientshipping, aviation, rail, and trucking fleets; constructing seamless

chains; consolidating distribution networks; upgrading tracking,communication, and database technologies. This value-chaininventory opportunity is a powerful driverof the transportationand logistics revolution.

Beyond Border Control, Foreign Affairs, Flynn (Nov/Dec 2000)

NUMEROUS CALLS FOR TRANSFORMATION ANDIMPROVED ALIGNMENT

- Paying Attention to the MAIN THING -

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Tools and Metrics

Fleet Forces Value ChainEnterprise Mission

Financial ManagementResource Allocation

Coordin

ation

andCollab

oration

Establish and Communicate Mission, Vision, Principles, Culture

Supporting Metrics

Knowledge Management and Support

Headquarters / Staff Analysis and SupportPolicies, Structure, Mechanisms

Human Resources Management manpower selection, apportionment, training, evaluation

Customer

Requirements

and

Risk

Assessment

Deploy

Forces

Assess

Performa

nce

Future

Warfighting

Capabilities

Combat

Readiness

Customers:

COCOMs

CNO

Combat

Power

Maintenance Mangement and Support

Logistics Management and Support

Training Infrastructure Management and Support

Title 10

Responsibilitiesand

Resource Allocation

Man

Train

Equip

Maintain

Execution Metric (Surge-Ready Forces) Investment Metric (Ewave)

Subordinate Metrics Metric Assessment Tools (Earned Value, etc.)

Componency

Planning

And

Execution

Customers: COCOMS and CNO

VALUE CHAIN AS A NETWORK OR INFLUENCE NET

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TWO VIEWS OF EDGES - CONSTRAINTS

Power to the Edge Alberts & Hayes

Power to the edge is about changing the way individual,organizations, and systems relate to one another and work. Powerto the edge involves the empowerment of individuals at the edgeof the organization (where the organization interacts with its

operating environment) or, in the case of systems, edge devices.Empowerment involves expanding access to information and theelimination of unnecessary constraints. For example,empowerment involved providing access to available information

and expertise and the elimination of procedural constraintspreviously needed to deconflict elements of the force in theabsence of quality information. (Emphasis in source.)

SUPPORTS AGILITY AND EXPEDITIONARY NATURE

OF U.S. FORCES

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TWO VIEWS OF EDGES - CONSTRAINTS

FMFM-1 Interfaces and Weak Points Grey,

Commandant USMC

we should focus our efforts against a critical enemy vulnerability.Obviously, the more critical and vulnerable, the better. But this isby no means an easy decision, since the most critical object may[N]ot be the most vulnerable. In selecting an aim, we thusrecognize the need for sound military judgment to compare thedegree of criticality with the degree of vulnerability and to balanceboth against our own capabilities. Reduced to the simplest terms,

we should strike our enemy where and when we can hurt himmost. (Emphasis in source.)

DELIVERY OF MISSION WARFIGHTING CAPABILITIES

PACKAGES AND COMBAT POWER IN ALL FORMS

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MODEL & JOINT SERVICES TASK LISTS

Systems Acquisition to Operational

Logistics Universal Joint Task List

Services Task Lists (Naval, Army, andAir Force)

Doorway to Edges, Challenges,Opportunities, and Gaps (ECOGs)

FROM PROGRAM TO

CAPABILITIES DELIVERY AND VALUE CHAIN NETWORK

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OPERATING

COMMANDS

OPERATING &

SUPPORT UNITS

STUDIES &

ANALYSIS

PMO

Engineering

Production Logistics

New Equip. Trng

OT&E DT&E

ANALYSIS MODELS

ENGINEERING, RAM, TEST BEDS, HW/SWIL,

HUMAN-IN-LOOP, VIRTUAL PROTOTYPES,

ETC . . .

MISSION

REHEARSAL

VIRTUAL

SYSTEMS

TRAINING

THEATER/CAMPAIGN

MISSION/BATTLE

ENGAGEMENT MODELS

NEED MATERIEL ALTERNATIVES

BUILDDEPLOYMENT

WARFIGHTING

CAPABILITY

DEFENSE

GUIDANCE

F

E

E

D

B

A

C

K

D

E

S

I

G

N

OPERATIONAL RISK PROGRAMMATIC RISK

SYSTEMS ACQUISITION PROCESS CYCLE

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OPERATING

COMMANDS

OPERATING &

SUPPORT UNITS

STUDIES &

ANALYSIS

PMO

Engineering

Production

Logistics

New Equip. Trng

OT&E DT&E

ANALYSIS MODELS

ENGINEERING, RAM, TEST BEDS, HW/SWIL,

HUMAN-IN-LOOP, VIRTUAL PROTOTYPES,

ETC . . .

MISSION

REHEARSAL

VIRTUAL

SYSTEMS

TRAINING

THEATER/CAMPAIGN

MISSION/BATTLE

ENGAGEMENT MODELS

NEED MATERIEL ALTERNATIVES

BUILDDEPLOYMENT

WARFIGHTING

CAPABILITY

DEFENSE

GUIDANCE

F

E

E

D

B

A

C

K

D

E

S

I

G

N

OPERATIONAL RISK PROGRAMMATIC RISK

LOGISTICS

MANUFACTURING

MISSION

WARFIGHTING

CAPABILITIESCONTRIBUTIONS

DISTRIBUTED

INTERACTIVESIMULATION

SYSTEMS ACQUISITION PROCESS CYCLE

TRAINING, TACTICS,TECHNIQUES, and

PROCEDURES/

CONCEPTS OF OPERATIONS

NATIONAL / DEFENSEINFORMATION

INFRASTRUCTURE

EVOLVING TO OPERATIONAL LOGISTICS

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A Visualized Framework -

STRATEGIC Through TACTICAL

STRATEGIC

CAMPAIGNS

OPERATIONAL

TACTICAL

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ACCOMPLISH

OBJECTIVES OF

NATIONAL MILITARY

STRATEGY

CONDUCTSTRATEGIC

DEPLOYMENT &

REDEPLOYMENT

SN 1

DEVELOP NATIONALSTRATEGIC

INTELLIGENCE

SURVEILLANCE &RECONNAISSANCE

SN 2

EMPLOY

FORCES

SN 3

PROVIDE

SUSTAINMENT

SN 4

PROVIDESTRATEGIC

DIRECTION

ANDINTEGRATION

SN 5

CONDUCT

MOBILIZATION

SN 6

CONDUCT

FORCE

DEPLOYMENT

SN 7

FOSTER MULTI-

NATIONAL AND

INTERAGENCYRELATIONS

SN 8

MANAGE

STRATEGIC

DETERRENCE OFCBRNE WEAPONS

SN 9

STRATEGIC

NATIONAL

ACCOMPLISHOBJECTIVES OF

THEATER AND

CAMPAIGN STRATEGY

DEPLOY

CONCENTRATE

AND MANEUVER

THEATER FORCES

ST 1

CONDUCT THEATER

STRATEGIC INTELLIGENCE

SURVEILLANCE &

RECONNAISSANCE

ST 2

EMPLOY

THEATER

STRATEGIC

FIREPOWER

ST 3

SUSTAIN

THEATER

FORCES

ST 4

PROVIDE THEATER

STRATEGIC COMMAND

& CONTROL,

COMMUNICATIONS,

AND INTEGRATION (C4)

ST 5

COORDINATE

THEATER FORCE

PROTECTION

ST 6

ESTABLISH

THEATER FORCE

PROTECTION

ST 7

DEVELOP

MAINTAIN

ALLIANCE &

REGIONAL

RELATIONS

ST 8

COORDINATE

COUNTER-

PROLIFERATION

IN

THEATER

ST 9

STRATEGIC

THEATER

ACCOMPLISH

OBJECTIVES OFSUBORDINATE

CAMPAIGNS & MAJOROPERATIONS

CONDUCTOPERATIONAL

MOVEMENT

AND MANEUVER

OP 1

PROVIDEOPERATIONAL

INTELLIGENCE

SURVEILLANCE &RECONNAISSANCE

OP 2

EMPLOY

OPERATIONAL

FIREPOWER

OP 3

PROVIDEOPERATIONAL

LOGISTICS &

PERSONNELSUPPORT

OP 4

PROVIDEOPERATIONAL

COMMAND &

CONTROL (C2)

OP 5

PROVIDEOPERATIONAL

FORCE

PROTECTION

OP 6

COUNTER

CBRNE WEAPONS

IN JOA

OP 7

OPERATIONAL

ACCOMPLISH

OBJECTIVES OF

BATTLES

AND ENGAGEMENTS

DEVELOP

CONDUCT

MANEUVER

TA 1

DEVELOP

INTELLIGENCE

TA 2

EMPLOY

FIREPOWER

TA 3

PERFORMLOGISTICS

AND COMBAT

SERVICE

SUPPORT

TA 4

EXERCISE

COMMAND

AND

CONTROL

TA 5

PROTECT

THE

FORCE

TA 6

OPERATE

IN A

CBRNE

ENVIRONMENT

TA 7

UNIVERSAL

NAVAL

TASK

LIST

ARMY

UNIVERSAL

TASK

LIST

AIR FORCE

TASK

LIST

TACTICAL

Chairman Joint Chiefs of Staff Manual (CJCSM) 3500.04C Universal Joint Task List of 01 JULY 2002

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UNIVERSAL NAVAL TASK LIST

ACCOMPLISH

UNIVERSAL

NAVAL

TASK LIST INTACTICAL ENVIRONMENT

DEPLOY

FORCES/

CONDUCT

MANEUVER

NTA 1

DEVELOP

INTELLIGENCE

NTA 2

EMPLOY

FIREPOWER

NTA 3

PERFORM

LOGISTICS

AND COMBAT

SERVICE

SUPPORT

NTA 4

EXERCISE

COMMAND

AND

CONTROL

NTA 5

PROTECT

THE

FORCE

NTA 6

UJTL

TACTICAL

-MOVE NAVAL TACTICAL FORCES

-NAVIGATE AND CLOSE FORCES

-MAINTAIN MOBILITY

-CONDUCT COUNTER-MOBILITY-DOMINATE THE OPERATIONAL AREA

-PLAN AND DIRECT INTELLIGENCE

OPERATIONS

-COLLECT DATA AND INTELLIGENCE

-PROCESS AND EXPLOIT COLLECTEINFO/INTELLIGENCE

-PRODUCE INTELLIGENCE

-DISSEMINATE AND INTEGRATE

INTELLIGENCE

-PROCESS TARGETS

-ATTACK TARGETS

-CONDUCT COORDINATED

SPECIAL WEAPONS ATTACK

-ARM

-FUEL

-REPAIR/MAINTAIN EQUIPMENT-PROVIDE PERSONNEL AND SUPPORT

-PROVIDE TRANSPORTATION SERVICES

-SUPPLY THE FORCE

-PERFORM CIVIL MILITARY

ENGINEERING SUPPORT

-CONDUCT CIVIL AFFAIR

IN AREA

-TRAIN FORCES AND

PERSONNEL-PERFORM RESOURCE

MANAGEMENT

-PROVIDE OPERATIONAL LEGAL ADVICE

-PROVIDE HEALTH SERVICES

-CONDUCT RECOVERY/SAVAGE

-ACQUIRE, PROCESS COOMUNICATE

INFORMATION AND MAINTAIN STATUS

-ANALYZE AND ASSESS SITUATION

-DETERMINE AND PLAN ACTIONS

AND OPERATIONS

-DIRECT, LEAD AND COORDINATE

FORCES

-CONDUCT INFORMATION WARFARE (IW)-CONDUCT ACOUSTIC WARFARE

-ESTABLISH A TASK FORCE

HEADQUARTERS

-PROVIDE PUBLIC AFFAIRS SERVICES

-ENHANCE SURVIVABILITY

-RESCUE AND RECOVERY

-PROVIDE SECURITY FOR

OPERATIONAL

FORCES AND MEANS

-PROVIDE DISASTER RELIEF

OPNAVINST 3500.38A/USCG COMDINST M3500.14 of 01 MAY 2001

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ARMY UNIVERSAL TASK LIST

UJTL

TACTICAL

ACCOMPLISH

ARMY

UNIVERSAL

TASK LIST INTACTICAL ENVIRONMENT

INTELLIGENCE

ART 1

MANEUVER

ART 2

FIRE

SUPPORT

ART 3

AIR

DEFENSE

ART 4

MOBILITY/

COUNTERMOBILITY/

SURVIVABILITY

ART 5

COMBAT

SERVICE

SUPPORT

ART 6

COMMAND

AND

CONTROL

ART 7

CONDUCT

TACTICAL

MISSION

TASKS AND

OPERAITONS

ART 8

-CONDUCT OFFENSIVE

OPERATIONS

-CONDUCT DEFENSIVE

OPERATIONS

-CONDUCT STABILITY

OPERATIONS

-CONDUCT SUPPORT

OPERATIONS-CONDUCT TACTICAL

MISSION TASKS

-ESTABLISH COMMAND POST

OPERATIONS

-MANAGE TACTICAL INFORMATION

-ASSESS THE TACTICAL SITUATION

AND OPERATIONS

-PLAN TACTICAL OPERATIONSUSING THE MDMP/TLP

-PREPARE FOR TACTICAL OPERAITONS

-EXECUTE TACTICAL OPERATIONS

-SUPPORT THE COMMANDERS

LEADERSHIP RESPONSIBILITIES

FOR MORALE, WELFARE,

AND DISCIPLINE

-CONDUCT CONTINUOUS

OPERATIONS

-DEVELOP AND IMPLEMENT A

COMMAND SAFETY PROGRAM

-CONDUCT PUBLIC AFFAIRS

OPERATIONS

-PROVIDE SUPPLIES

-PROVIDE MAINTENANCE

-PROVIDE TRANSPORTATION SUPPORT

-PROVIDE SUSTAINMENT SUPPORT

-PROVIDE FORCE HEALTH PROTECTION

IN A GLOBAL ENVIRONMENT

-PROVIDE HUMAN RESOURCE SUPPORT

-PROVIDE CONTRACTING SUPPORT

-PROVIDE DISTRIBUTION MANAGEMENT-CONDUCT INTERNMENT AND

RESETTLEMENT ACTIVITIES

-CONDUCT CIVIL-MILITARY OPERATIONS

-CONDUCT MOBILITY

OPERATIONS

-CONDUCT

COUNTERMOBILITY

OPERATIONS-CONDUCT SURVIVABILITY

OPERATIONS

-PREPARE TO DEFEND

AGAINST AIR ATTACK

AND AERIAL

SURVEILLANCE

-PROCESS TACTICALAERIAL PLATFORM

-DESTROY AERIAL

PLATFORMS

-DENY THE ENEMY

USE OF AIRSPACE

-SUPPORT TO

SITUATIONAL

UNDERSTANDING

-SUPPORT TO

STRATEGIC

RESPONSIVE\NESS

-CONDUCT INTELLIGENCE,

SURVEILLANCE AND

RECONNAISSANCE

-PROVIDE INTELLIGENCE

SUPPORT TO EFFECT

-PERFORM TACTICAL

ACTIONS ASSOCIATED

WITH FORCE

PROJECTION AND

DEPLOYMENT

-CONDUCT TACTICAL

MANEUVER

-CONDUCT TACTICAL

TROOP MOVEMENTS

-CONDUCT DIRECTFIRES

-OCCUPY AN AREA

-EMPLOY SERE

TECHNIQUES

-DECIDE SURFACE

TARGETS TO

ATTACK

-DETECT AND

LOCATE SURFACE

TARGETS

-EMPLOY FORES

TO INFLUENCE

THE WILL AND

DESTROY,NEUTRALIZE OR

SUPPRESS

ENEMY FORCES

ARMY MANUAL FM 7-15 of 31 AUGUST 2003

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AIR FORCE TASK LIST

UJTL

TACTICAL

ACCOMPLISH

AIR FORCE

TASK LIST IN

TACTICAL ENVIRONMENT

PROVIDE AIR

AND SPACE

SUPERIORITY

AFT 1

PROVIDE

PRECISION

ENGAGEMENT

AFT 2

PROVIDE

INFORMATION

SUPERIORITY

AFT 3

PROVIDE

GLOBAL

ATTACK

AFT 4

PROVDE

COMMAND

AND

CONTROL

AFT 7

PROVIDE

AGILE

COMBAT

SUPPORT

AFT 6

PROVIDE

RAPID

GLOBAL

MOBILITY

AFT 5

-PROVIDE

INFORMATION

OPERATIONS

CAPABILITY

-PROVIDE LETHAL

PRECISION

ENAGAGEMENT

CAPABILITIES

-PROVIDE NONLETHAL

ENGAGEMENT

CAPABILITIES

-PROVIDE CSAR

CAPABILITES

-PROVIDE COUNTERAIR

CAPABILITIES

-PROVIDE COUNTERSPACE

CAPABILITES

-PROVIDE STRATEGIC

ATTACK CAPABILITIES

-PROVIDE COUNTERLAND

CAPABILITIES

-PROVIDE COUNTERSEA

CAPABILITIES

-PROVIDE SPECIAL

OPERATIONS FORCES

EMPLOYMENTCAPABILITIES

-PROVIDE AIRLIFT

CAPABILITIES

-PROVIDE AIR

REFUELING

CAPABILITIES

-PROVIDE

SPACELIFTCAPABILITIES

-PROVIDE AIR

EXPEDITIONARY

FORCE (AEF)

CAPABILITIES

-PROVIDE THE CAPABILITY TO

READY THE FORCE


PROTECT THE FORCE


PREPARE THE

OPERATIONAL ENVIRONMENT


POSITION THE FORCE


EMPLOY THE FORCE-PROVIDE THE CAPABILITY TO

SUSTAIN THE FORCE


RECOVER THE FORCE

-MONITOR GLOBAL

CONDITIONS AND EVENTS

-ASSESS GLOBAL

CONDITIONS AND EVENTS

-PLAN MILITARY

OPERATIONS

-EXECUTE MILITARYOPERATIONS

AIR FORCE DOCTRINE DOCUMENT 1-1 of 12 AUGUST 1998

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LOGISTICS - DEFINED

The science of planning and carrying out the

movement and maintenance of forces. In its most

comprehensive sense, those aspects of militaryoperations which deal with:

a. design and development, acquisition,

storage, movement, distribution, maintenance,evacuation, and disposition of materiel;

b. movement, evacuation, and hospitalization of

personnel;c. acquisition or construction, maintenance,

operation, and disposition of facilities; and,

d. acquisition or furnishing of services.

Joint Pub 1-02 & Naval Doctrine Publication 4 - Naval Logistics

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COUNTERING CONSTRAINTS AND GAPS

The Goal Goldratt & Fox

The Balanced Score Card Kaplan &

Norton

The Power of Alignment Labovitz &Rosansky

SEAMLESS DELIVERY OF COMBAT POWER TO THE WAR

FIGHTER, COMMANDER FLEET FORCES COMMAND

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Environment

Force

C2 Systems

C2 SubSystems

ElementDPMoP MoCEMoFE MoPE

RELATIONSHIPS OF MEASURES OF MERIT

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A Visualized Framework -

STRATEGIC Through TACTICAL

STRATEGIC

CAMPAIGNS

OPERATIONAL

TACTICAL

NATIONAL SECURITY

STRATEGY

NATIONAL MILITARYSTRATEGY

SERVICE STRATEGIES &MISSION, VISION

SERVICE AGENCY OR

COMMAND MISSION,VISION

NSSC STRATEGY,

MISSION, & VISION

PEO & DIRECTORATE

MISSION & VISIONs

PROGRAM OFFICE &DIVISION MISSION &

VISION

ROUTINE & DAILYOPERATIONS

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ProtectProtect

PreventPrevent

PrevailPrevail

The United States Against

External Attacks and Aggression

Conflict and

Surprise

Against

In Support of the Objectives of the National Defense Strategy thIn Support of the Objectives of the National Defense Strategy theeArmed Forces Conduct Military Activities GloballyArmed Forces Conduct Military Activities Globally

NDSNDS 20052005

National Military Strategy

Adversaries

JO TNI

S TAFF

CHIEFSOF

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Synergy -

Emerging Operational Concepts

Enabled By Information Superiority

And Technological Innovation ...

Fused Through CoFused Through Co--evolution ofevolution ofDOTMLPDOTMLP--FF

Full Spectrum Dominance

PrecisionEngagement

DominantManeuver

FullDimensionalProtection

FocusedLogistics

FullFull

SpectrumSpectrum

DominanceDominance

Synergism achieved only

through co-evolution of:

Joint DoctrineAgileOrganizationsJoint Training & EducationEnhanced MaterielInnovative Leadership,High Quality People, andRequisite Facilities

DOTMLPF

Derived From: Joint Vision 2010 Standard Brief

Ch ll i 21 t C t Milit d Ci iliCh ll i 21 t C t Milit d Ci ili

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Challenging 21st Century Military and Civilian

Security Environment

Challenging 21st Century Military and Civilian

Security Environment

Non-State Actors

Transnational Actors

Information Security

Peacekeeping

Failed StatesDerived from: Joint Vision 2010/2020 Standard Briefs

Anti-

IGO / NGO

Terrorism

Anti-Civilian

Terrorism

Terrorism

Anti-

Military

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Tools and Metrics

Fleet Forces Value ChainEnterprise Mission

Financial ManagementResource Allocation

Coordin

ation

andCollaboration

Establish and Communicate Mission, Vision, Principles, Culture

Supporting Metrics

Knowledge Management and Support

Headquarters / Staff Analysis and SupportPolicies, Structure, Mechanisms

Human Resources Management manpower selection, apportionment, training, evaluation

Customer

Requirements

and

Risk

Assessment

Deploy

Forces

Assess

Performa

nce

Future

Warfighting

Capabilities

Combat

Readiness

Customers:

COCOMs

CNO

Combat

Power

Maintenance Mangement and Support

Logistics Management and Support

Training Infrastructure Management and Support

Title 10

Responsibilities

and

Resource Allocation

Man

Train

Equip

Maintain

Execution Metric (Surge-Ready Forces) Investment Metric (Ewave)

Subordinate Metrics Metric Assessment Tools (Earned Value, etc.)

Componency

Planning

And

Execution

Customers: COCOMS and CNO

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TAKE AWAYS

Capabilities Produced for The Warfighters as ValueChain Through Transformation and Adjustment

Opportunities for Better Flow Through All Components& Partners by Becoming Seamless

Tools and Methods are Available and Being Used

Opportunities to Leverage Other Sources and Ideas

Developing Larger Understanding of Value Chain Flowto Address Edges, Challenges, Opportunities, and Gaps(EGOGs)

Can Assist in the Transition to National SecurityPersonnel System Through Seeing The Value Chain

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Every Sailor is a Sea Warrior

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Every Sailor, Soldier, Airman,

And Marine is A Warrior

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Why Warriors?

"We set about making U.S.Forces more agile and more

expeditionary. When we say"agile" some people seem tothink it means making themilitary "smaller." It does not.It is the shape of the forces,not the size.. "

Defense Secretary Rumsfeld, 17 Feb,2005.

OUR PEOPLE are the Jewel of the Force!Former SECNAV Danzig

WHAT MAKES RMA?

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OUR PEOPLE are the Jewel of the Force!Former SECNAV Danzig

Technology

Changes

Doctrinal

Changes

Organizational

Changes

Revolution inMilitary Affairs

DOTMLP-FDOTMLP-FWITHOUT A BASE, THE REST WOULD COLLAPSE

WHAT MAKES RMA?

Bottom Line: Warfighter ConfidenceBottom Line: Warfighter Confidence

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Bottom Line: Warfighter Confidence

& Affordable, Faster Transition

Bottom Line: Warfighter Confidence

& Affordable, Faster Transition

Right Materiel, Right Place,Right Materiel, Right Place,Ri h Ti h Ri h C All The TimeAll The Time

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Documents