1 ndia cg06072014. 2 ndia cg06072014 army fms across the globe engaging with our allies while...
TRANSCRIPT
1NDIA
CG06072014
Leading the Army’s Security Assistance
Enterprise
MG Del Turner5 June 2014
2NDIA
CG06072014
Army FMS Across the Globe
Engaging with our Allies while Building Partner Capacity
Benefits of Security Assistance
• Strategic Engagements FY14-Key Leader Engagements - 260-Program Reviews - 155-Foreign students trained – 9.4K-SA Teams OCONUS - 105/37
(As of 3 June 2014)
Total Active FMSCountries: 145Cases: 4630New FY14: $6.8BValue: $141.8BUndelivered: $56.9BOn Offer (Pipeline): $22.7B
CENTCOMCountries: 18Cases: 1708Value: $102.4BTraining Teams: 10
PACOMCountries: 22Cases: 852Value: $21.8BTraining Teams: 3
EUCOMCountries: 42Cases: 1294Value: $13.2BTraining Teams: 7
SATMOCOCOMs: 5Countries: 26Teams: 32 Personnel Deployed: 201
AFRICOMCountries: 32Cases: 343Value: $846MTraining Teams: 2
SOUTHCOMCountries: 28Cases: 331Value: $2.5BTraining Teams: 10
NORTHCOMCountries: 3Cases: 102Value: $1.1BTraining Teams: 0
Army FMS FY03-FY14 and out
$22.7BCurrent On Offer
$6.8B
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CG06072014
• SCRTF
• MNF-I Letter EDRB
• BRAC
• Dramatic increases in scope and complexity
• Enterprise focal points - Experience and training- Operations- Priorities
• Relations with Industry
Scene Setter
TRAINLEAD RESOURCESEEASAE Strategic
Initiatives
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FMS is a collaborative effort – the USG, our foreign partners and US industry.
Industry Relations
INDUSTRY’S CHALLENGE
Lack of transparency … both here and abroad:
- Understanding the current status of your case, contracting action
- Defining requirements… matching threats, gaps, funding ... and timing
- Understanding budget-to-military requirements match, authorities
Powerful network provides improved case management and access:
- Improved ability to “see” our operations
- Engage COCOM Theater Security Cooperation Staffs / ODCs
- Engage USASAC Regional Operations and Country teams
WE CAN HELP!
We don’t make anything… we rely on Industry to fulfill our promises!
U.S
. G
OV
ER
NM
EN
T
FO
RE
IGN
GO
VE
RN
ME
NT
IND
US
TR
Y
COP
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Operational Experience
TIME IN POS TIME USASAC TIME IN SAE0.0
5.0
10.0
15.0
20.0
25.0Country Program Managers (CPMs)
BRAC hit our
Country Program
Manager cadre hard!
DISAM courses provide the operational baseline
Computer BasedTraining
Developmental Assignment Program Policy
Desk SideReference
Instructor LedTraining
DSR CBT ILT DAP
Operational Training - develops, maintains, or improves the operational readiness of individuals or units.
Army lacked an
Operational
Training Program
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DASA DE&CMs. Sandy
Long
USASACCOL Marv Whitaker
USASAC COL Larry
Fuller
Ms. Brenda Hatley
Portfolio of Initiatives
• USASAC’s Dynamic Strategic Plan• Strategic level initiatives focused on
Enterprise and Command • Partnering with DASA-DEC• Accomplished by IPTs, LSS, staff actions …
select initiatives designated as Priority
DASA DE&C Mr. Israel
McReynolds
USASACCOL Marvin
Whitaker
DASA DE&C
USASACMr. John
Neil
7NDIA
CG06072014Collaborative Enterprise
Department of State
Congress
TRANSCOM
Other MILDEPs
Department of Commerce
Industry
Joint Project Office (JPO)
DLAGSA
scosco
sco
sco
sco
COCOMASCCs
ASA-ALT
Army Security Assistance Enterprise
DSCA DISAM
AMC
SDDC
USAMMA
TACOM SAMD/IMMC
JMC SAMD/IMMC
AMCOM SAMD/IMMC
CECOM SAMD / LRC
STRICOE
TRADOC
ACC
DCAA
DA STAFF
PEO / PM FMS
DASA-DEC
USASAC
DCMA
DASA(DEC)USASAC
DTSANSANGA
USASAC leads the AMC Security Assistance Enterprise. Develops and manages security assistance programs and Foreign Military Sales cases to build partner capacity, support COCOM engagement strategies and strengthen US Global partnerships.
Mission
Leading … when you’re not in charge!
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Leading the Army’s Security Assistance Enterprise
(It’s not about the COP!)
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Army Security Assistance Enterprise
USASACDASA-DEC LCMCs PEOs COCOMsACC
We’re all about:- Promises- Process- People
10NDIA
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Army Security Assistance Enterprise
USASACDASA-DEC LCMCs PEOs COCOMsACC
We’re all about:- Promises- Process- People
- establish coherent authorities - establish a Common Operational Picture for all members- communicate Enterprise priorities- focus on outputs … meeting intermediate milestones- exercise proactive leadership - cooperate and collaborate
Leading the Enterprise
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COP
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• Improved integration• Real-time updates• More proactive
management; but still time consuming
• Narrowly focused on Case Development and Contracting
PEO / PM
SAMD
DASADEC
DSCA
SAMD
PEO / PM
ACC
Country Team
(CPM / CCM)
COCOM
Quarterly vEDRB (SAEMR)
Quarterly SAMD Reviews
SAMD
II III IV
LOA CWD Contracts
Exploiting our New Capabilities
PAST 2012• Asynchronous, 1950-style
management• Not integrated• Letters, Memos, Phones … and then
FAXES!!• Snail mail slowed coordination• Documents hand delivered
SAMD
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CG06072014
Country Team(CPM / CCM)
DASA-DEC USASAC
Cross Enterprise
MultiLevel
Exploiting our New Capabilities
DSCA
… from EDRB to a more dynamic case management system
• Enterprise collaborative approach • Implemented through the Sync• Enabled by the COP
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Improving our Program Mgmt
CaseDevelopment
ContractingCase
Execution
WEEKLY SYNC MEETING RHYTHM
1st WED
2nd WED
3rd WED
4th WED
• Case Development - LOA (Red / Amber Cases) - CWD Returns
• Contracting / Acquisition- Requisition Extraction to CDD
• Case Execution
DASA-DEC PEO Reviews
Weekly sessions focusing on specific PEO / PM community… looks at cases in development, contracting status and execution
USASAC briefs FMS case status
• SDRs / R&Rs
COCOMLed… Process
Focused
SDRs / R&Rs
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5
10
15
20
25
Case Writing Timeliness and Quality
50
60
70
80
90
100
110
FY07 FY08 FY09 FY10 FY11 FY12 FY13Average Days 107 93 83 88 74 79 55% Change FromPrevious Year -13% -11% +6% -16% +7% -30%
CASE WRITING TIMESCase Assigned to Case Returned by FY (Avg Days)
CASES “KICKED BACK” (CWD Returns)% Documents Returned, by Qtr, FY13
Aver
age
Day
s
1st QTR 2nd QTR 3rd Qtr 4th Qtr
20 18 13 15
Perc
enta
ge
Average Time to “Fix” Errors = 6.8 days in 4th Qtr 13 (now down to just over 5 for FY14)
10% in March
Percentage
49 days in 1Q14
34 days in 2Q14
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Case Execution and SDRs
0100200300400500600700
Case Execution(Red Cases)
0200400600800
10001200140016001800
Feb 13 Mar 13 Apr 13 May 13 Jun 13 Jul 13 Aug 13 Sep 13 Oct 13 Nov 13 Dec 13 Jan 14 Feb 14 Mar 14 Apr 14 May 14Total SDRs 1688 1644 1626 1570 762 738 717 708 669 676 630 629 544 529 538 485Red 826 821 960 952 133 141 137 154 100 102 92 84 75 67 64 57Green + Amber 862 823 666 618 629 597 580 554 569 574 538 545 469 462 474 428
Total SDRs
Red
Green + Amber
SDRsSupply Discrepancy Reports Currently
11.8%red … down from 61%
Feb 13 Mar 13 Apr 13 May 13 Jun 13 Jul 13 Aug 13 Sep 13 Oct 13 Nov 13 Dec 13 Jan 14 Feb 14 Mar 14 Apr 14 May 14
Closure 504 491 492 480 470 552 551 557 575 561 585 576 599 604 578 541Logistical 335 341 329 307 314 291 265 269 249 237 234 256 258 247 230 222Financial 40 35 34 32 27 26 28 27 27 28 32 24 38 20 24 26
Now down to 57 “REDS” of 485 total SDRs
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Changing Defense Sales Environment
Customer base isexpanding:
• 17% more countries• Increasing sales in Mid
East, Pacific, Africa
IncreasingCompetition… and several countries
exploring FMS-like system
Trend toward international
competitions… over $25B underway now
Partners’ expectations are growing:
• Greater speed; better visibility
• Industry partnering• Co-development• Tech Transfer
Offset demands are growing…
direct and indirect
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Common Operating Picture (COP)
Mr. John Neil
19NDIA
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Visibility + Accountability
The COP essentially attaches a GPS tag to each FMS caseIntegrates information from several key systems for end-to-end visibility
Establish a Common Operating Picture
19
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COP Architecture
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COP Contracting Example
• Contracting Screen Shots from:– The Common Operating Picture (COP)
• Acquisition Requirements Package (ARP) / Contract Requirements Package (CRP) section
• Target Award Date (TAD) sectionx
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How Do We Measure Success?
Old Way:
Measure Success at the End of the Process
Pass Fail
New Way:
Measure key milestones throughout the process
“Become more proactive…I want to “see” earlier in the process… I want to see problems before they happen…” MG Turner
Did we meet the LOALine Commitment Date?
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We are adding several new dashboard views in additions to USASAC CPM and Regional Operations Dashboards:
• LCMC (Life Cycle Management Command Dashboard)View• Focused dashboard view with how the LCMC’s are managed,
i.e. PEO, PM, Weapon System, LCMC Division & Branch
• ACC (Army Contracting) Dashboard View• Focused dashboard view how the ACC is managed, i.e. by
Contracting Center and drill through capability to VCE-CM
• These focused views allows all ASAE stakeholders to see themselves in the process and it holds them accountable for their contributions to our mission
A Focused COP
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So What?
• Results that matter!
• Our use of the COP has resulted in improved performance in every process where it is utilized
• Focus on the “Measures that Matter” are what produces these results
• Focus on priorities ensure that high visibility cases are managed with a higher level of scrutiny
• The results are in the data…
25NDIA
CG06072014
Insure that the Letter of Request(LOR) is Complete
FY 2013 FY 2014
A 19.8 9.8
B 40.7 27.8
C 114.6 51.9
D 5.6 7.9
TOTAL 29.4 23
1030507090
110130
Average Days LOR Receipt to LOR Complete(By AOD Group)
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Prepare and Present the Letter of Offer and Acceptance (LOA) to the Customer
FY 2012 FY 2013 FY 2014
A 50.2 50.8 34.6
B 127.7 123.2 106.9
C 262 330.6 190.4
D 57.1 51.3 43.1
TOTAL 103.4 102 91.7
25
125
225
325
Average Days LOR Receipt to Document Presented to Customer
(By AOD Group)
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The Clear Advantage toContracting Data Visibility
FY 2013 FY 2014
WITHOUT CONTRACT DATA
65.6 63.1
WITH CONTRACT DATA 84.1 75.2
5356595
Percent of Major-Item Requisitions
Shipped by SDD
FY 2013 FY 2014
WITHOUT CONTRACT DATA
567.7 608.1
WITH CONTRACT DATA 284.3 350
50
350
650
Average Days to Ship Major Item Requisi-
tions
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Improve Timeliness of Contracting
FY 2012 FY 2013 FY 2014
Avg Days 207.6 164.1 130.8
25
75
125
175
225
Average Days Requisition Ex-tract to ARP Actual Date
FY 2012 FY 2013 FY 2014
Avg Days 882.7 640.7 525.3
50150250350450550650750850950
Average Days Contract Award to Requisition Shipped
29NDIA
CG06072014
Strength in Cooperation