Volume 4, Issue 4

The Innovator

IN THIS ISSUE:

September-October 2018

DLA’S RESEARCH & DEVELOPMENT NEWSLETTER

September-October Theme: Looking Beyond the

Horizon

Hype Cycle as sources to aid in the scanning

process. We then brief our leadership and

prioritize what future technologies to invest in

through the PBR process. This year we are

planning for PBR 21 investments.

Technologies we are currently examining are Block

Chain (to transfer digital data), Artificial Intelligence

and Machine Learning (to aid in faster and better

decision making) and sensor technologies (enables

real-time asset visibility and inventory manage-

ment). Augmented Reality is becoming a reality as

we get ready to embark on a project that uses AR

to enable quality inspections. Autonomous vehicle

technology is also gaining traction and we have

numerous project ideas to move forward with this

innovation in our Distribution Centers.

As we move beyond the horizon, these technolo-

gies will help to collapse the supply chain,

shortening the time it takes to make decisions,

reducing lead

times, enabling

print on demand

for spare parts and

supporting the

Warfighter in bold,

new and different

ways.

Value Innovation: Innovate to achieve best-value

logistics solutions. To accomplish objective 5.3,

R&D consistently endeavors to “seek opportuni-

ties to improve through process management

and research and development.”

The development of roadmaps and strategic

assessments provide opportunities for R&D to

gather ideas and requirements from stakeholders

including their customers in DLA and DoD,

industry, and academia.

The review of objectives and requirements via

the road mapping and strategic assessment

processes supports R&D’s ability to adapt to

changing requirements efficiently and agilely, thus

striving to achieve the best-value logistics

solutions.

Chief’s Cor-

ner – by Kelly Morris

As a kid, I watched plenty

of Star Trek – “To boldly

go where no man has gone

before” – firmly

planted in my brain.

This phrase

certainly describes

the period of time we are in now as we look

beyond the horizon in information technology,

logistics and supply chain management. The

R&D team is scanning the horizon and

environment through its strategic assessment

process to see where we can “boldly go” in

R&D, trying to determine what technologies are

on the horizon that we can invest in to support

DLA’s mission and goals.

Each year at this time, R&D program managers

and our support team examine new technologies

that are 2-5 years out and mature enough to

consider investment. We research new

technologies, looking at a variety of industry

literature and predictive tools like the Gartner

DLA R&D Mission

To consistently develop and transi-

tion agile and innovative capabili-

ties for the Defense Logistics

consumer base

DLA R&D Vision

To enable DLA to be DoD’s chief

logistics and manufacturing prob-

lem solver

September-October Theme

1

Looking Beyond the Horizon

1

Chief’s Corner 1

MUST: R&D Roadmap 2

SUBNET: Visualizing the Future

2

WSSP Project R&D

Roadmap 2

Finance Corner 3

AME Strategic Assessment 3

DLIR use of the Strategic

Assessment process 3

R&D– Roadmaps and

Assessments Summary

4

R&D Outreach 4

Upcoming R&D Events &

Activities 4

About Us 4

Value Innovation

Kelly Morris: Chief, R&D

Example of Augmented Reality (AR)

Star Trek TV Series Main Characters,

pinterest.com, us n.d., Web 25 Sep 2018 https://www.pinterest.com/pin/349169777330094813/

The MUST program originated as an R&D response to a

Government Accountability Office recommendation that DoD

develop a collaborative knowledge-based approach to the

development of military uniform requirements among the Services

and DLA, in addition to input from DLA Troop Support –

Clothing and Textiles (C&T).

The Program Team synthesized these requirements into the

MUST Program roadmap, with 2 thrust areas: 1) process re-

engineering for joint processes and products and, 2) adaptation of

advanced technology to establish a knowledge base. DLA-Troop

Support Deputy Director, Mr. Ellis, endorsed the MUST charter

and roadmap. A competitive, full and open BAA resulted in

multiple “partnership” awards. For the first six months, the

partners participated in joint planning workshops with DLA and

Service stakeholders.

The road mapping and planning process produced interconnected

R&D efforts to support the MUST thrusts. By the end of the first

year, MUST partners had finalized the technical plan and started

technical work. MUST is in its fourth year and is wrapping up the

development, testing, and validation of prototypes with stakehold-

ers. Transition into operational capability is planned for the final

year of the program.

PAGE 2 THE INNOVATOR VOLUME 4, ISSUE 4

Using Roadmaps to Focus on the Horizon

Weapon System Sustainment Program (WSSP) R&D Project Roadmap

the key, whether that is a one-on-one conversation with a

customer, a group session designed to gather inputs or a discussion

with a vendor at a conference.

So remember when developing and using a project roadmap,

communication, capturing all relevant information and a flexible

design are key factors.

To successfully manage an R&D program you must know what

your customer needs today, tomorrow and in the coming years. A

project roadmap is an essential tool to capture this information,

plan for the future and guide the program to success. The WSSP

has a project roadmap database that enables flexible planning as

customer requirements and needs change.

Capturing key information about proposed projects, such as the

technology used, the stakeholders, and estimated project and

transition cost, simplifies program assessments and strategic

alignments. For example, information for assessing the WSSP

strategy for implementing artificial intelligence in DLA processes

during the next two years or determining the budget requirement

justifications for the next five years can be captured and easily

accessed in the project roadmap database.

The projects for the WSSP roadmap were obtained through

conversations with customers, idea submissions from contractors

who partner with the WSSP, vendor suggestions through the R&D

Emergent Broad Agency Announcement (BAA), and the revitaliza-

tion of previous successful endeavors. The roadmap grows and

changes over time through customer requests, reviews of agency

goals or gaps, and ideas from outside vendors. Communication is

The Subsistence Network

(SUBNET), an Industrial

Preparedness Manufacturing

Technology Program,

supports R&D projects that

promote manufacturing

improvements in the

subsistence supply chain. The

program changed direction

from a single focus on

combat rations in October 2015 to an emphasis on 11 different

areas of interest in the supply chain. With no new projects in the

pipeline, limited program funding, and an expiring Broad Agency

Announcement, a Strategic Roadmap for the SUBNET program was

essential to the long-term sustainability of the program.

There were six steps that defined how the program developed its

roadmap: 1) revised and posted a new broad agency announcement;

2) identified goals and vision for the program; 3) conducted research

on current and future trends; 4) brainstormed ideas with a team of

subsistence subject matter experts on short-term and long-term

gaps in the supply chain; 5) drafted strategies to begin building the

program roadmap; and 6) implemented the strategy by developing

the roadmap; and continuously reevaluated and revised the roadmap

with stakeholders.

The Strategic Roadmap is an excellent tool that helps the program

manager visualize the next projects for the program, prioritize

projects, plan future funding needs, and conduct a continuous

strategic assessment of the program.

The Military Unique Sustainment

Technology (MUST) R&D Roadmap: “Start with the end in mind*.”

*Stephen Covey “7 Habits of Highly Effective People”

Subsistence Network (SUBNET):

Visualizing the Future

WARFIGHTER FIRST 39

Subsistence Network Roadmap

FY17 FY18 FY19 FY20

Subsistence Prime

Vendor Research &

Analysis [WSS]

Humidity and

Temperature

Warehouse Research

High Performance

Packaging and

Accountability in the

Subsistence Supply

Chain

Soldier Boost

Nutritient Dense Bars

[SBIR]

Heating, Hydration

Combat Ration

(HHYCOR) [SBIR]

Research Technology

to Extend Shelf Life

[SBIR]

Analysis for Mold

Development on

Transportation Pallets

[SBIR}

Ultra High Temperature

Milk – Extend Shelf Life

Research

Subsistence Prime

Vendor Research &

Analysis (Addendum)

• MATS Commercialization

• Service Needs

Assessment [JSG]

• Assess Cyber Security –

OCONUS [J6]

• Real Time battlefield

subsistence delivery

methods (Drones, UAVs,

UGVs, etc. [SBIR}

• Ration Reconfiguration

Project [Ameriqual]

• RF Sterilization

Technology [Ameriqual]

• Visualization & Modeling

& Simulation of DLA

Subsistence supply chain

data

• Assess Feasibility of

Automation in DFACs

• Assess strategic

storage capabilities

• Research New

System

Requirements for

Subsistence [J6/AI]

FY21 FY22

• Research Novel

Transit Technology

• Integrating Novel

Microbial Reductions

• Assess Current

Phytosanitary

Requirements

• Novel integrated

subsistence supply

chain management

system to enhance

eff iciency and

effectiveness[J6]

• Research innovative

COTS Food Stuff

• Research Biofilm

Application [SBIR]

• Sensors (RFID) From

Production to Storage

to Food Service/End

Customers

(Replace/Future

Systems)

• Assess and Integrate

Cybersecurity [J6]

• Assessing DLA’s

Quality Assurance

Processes (suppliers &

vendors)

• BlockChain/STORES

Improvement [J6]

• Drone Technology

Research & Testing for

the Supply Chain

• Denied Communication

• Mobile Distribution

Facilities Around the

Battlefield [Dist/J6]

• Modernization of

Government ow ned

Subsistence

w arehouses [DIST/J6]

• Assessing Materiel

Handling Capabilities

(Robotics/Automation)

• Integrating Robotics

into Current Processes

PAGE 3 THE INNOVATOR VOLUME 4, ISSUE 4

Using Strategic Assessments to Focus the Innovation Future

‘Tis the season… to be… joll-y…

[record scratch]… Oops, wrong

season, but ‘tis the season for

Strategic Assessments (SA) and

there is great reason to be jolly!

Loyal readers of the renowned

Innovator publication know by

now that R&D is in the business of providing capability to the

warfighter—that’s what we do—and to be able to do what we do

(that’s a lot of “do’s”!), we need resources.

Our Strategic Assessments mark the kick-off to the Program

Budget Review (PBR) planning cycle for 2021 and will form the

basis for estimating the required funding for fiscal years 2021-2025.

If approved, programs are able to bridge technologies with known

gaps, providing solutions, and through transition, provide sustained

operational capabilities.

Once program managers complete the cost estimates of the new

or disruptive technologies they have assessed, the cost of each out-

year requirement is subtracted from the respective program

Finance Corner – Strategic Assessments – Resources – Capability,

Oh My!

In DLA R&D’s 2017 Strategic Assessment, the Advanced

Microcircuit Emulation (AME) Program was looking for technology

to help them support old microcircuit NSNs. A microcircuit is

made up of a semiconductor “chip,” which is the brains of the item,

and the case and terminals that physically protect the chip and

connect it to the outside world. Microcircuit obsolescence is

generally caused when it is no longer profitable for a manufacturer

to produce the

chip.

AME’s strategy

has been to

develop the

manufacturing

capability to put

the chip back

into production

and rely upon the existing supply chain for the case and terminals.

Recently, there have been a few instances where a case has been

unavailable; leaving the NSN unsupportable or with a very long lead

time if a source could be found to reintroduce it.

AME 2016 Strategic Assessment found that the state of Additive

Manufacturing (AM) should be able to support developing the

capability to design and produce microcircuit cases, significantly

reducing lead time and improving availability. “Normally, this

would have fed into the PBR19 process,” said AME PM Bill Johnson,

“but it was just too compelling and so urgent that we decided to

adjust our existing program roadmap to get a project started in

FY18.” If fully successful, the additively manufactured case will be

an integral part of the microcircuit that DLA provides our

customers for weapon system repair.

The Defense Logistics Information

Research (DLIR) Program identified

the Connecting the Model-Based

Enterprise (MBE) project by means of

the Research and Development

(R&D) Strategic Planning and

Assessment process. The project will

enhance DLA's capability (i.e., shorten

administrative lead-time and reduce

costs) to procure parts using digitized

3D technical data by developing and testing a new process for

obtaining the most recent version directly from Engineering Support

Activities (ESAs) and Program Management Offices (PMOs) in lieu of

using the current 339 process.

Strategic assessments drive resource decision making for the

immediate fiscal year and subsequent out years as part of the

Program Budget Review (PBR) process. DLIR used the Strategic

Assessment process to collect data, and research and evaluate

program requirements related to new technologies and opportuni-

ties to support DLA goals.

DLIR determined through the Strategic Assessment process that

there was an opportunity to enhance interoperability and maximize

the digital thread through direct access with collaborating Service

organizations by working closely with a Service ESA or PMO as it

stands up its Product Lifecycle Management (PLM) system. DLIR will

operationally test different methods and processes to obtain

technical data packages for selected Class IX weapon system parts

resident in the ESA or PMO PLM system.

baseline and any known/established projects or charters. The

resulting difference is a surplus or deficiency in funding. R&D uses

this input on proposed new technology areas and related financial

requirements in order to determine which most closely align to

DLA’s strategic priorities, whether we can support any funding

deficiencies within the current baseline or should pursue additional

funds through the J8-managed PBR process.

Through our Strategic Assessments, R&D is also working to more

deliberately identify the transition and sustainment/operating costs

associated with completing projects so that we can ensure that our

partnered sponsors include these costs in their respective budget

request. We all know improving transition success rates of our

R&D projects is a top goal; after all, we are in the business of

providing innovative capabilities, not just ideas, to ultimately support

the warfighter.

Make our PBR season jolly this year by helping develop a strong out

year requirements foundation through your Strategic Assessments!

Advanced Microcircuit Emulation (AME):

Strategic Assessment

Defense Logistics Information Research

(DLIR): Use of the Strategic Assessment

DLA R&D develops innovative capabilities and processes that improve logistics operations

and strengthen the industrial base in support of the Warfighter, the Agency, and the

Department of Defense.

Founded in 1984, DLA R&D has executed hundreds of projects and has partnered with

more than 300 industry, 50 academic partners, and 150 government entities. Many

professional reports have been published as a result of R&D efforts. Some of R&D’s

successes include military apparel RFID tagging, ultrasonic MRE sealing technology, and a

forging tooling database. R&D researchers developed at least eight patents. R&D currently

has over 90 active projects.

DLA Headquarters

8725 John J. Kingman Road

Fort Belvoir, VA 22060

Current and previous editions can be found on the R&D KM Portal: https://eworkplace.dla.mil/sites/S14F/The Innovator/Forms/AllItems.aspx

AB O UT US – J68

PAGE 4 THE INNOVATOR VOLUME 4, ISSUE 4

R&D - Roadmaps and Assessments

Summary

DLA R&D utilizes road maps and strategic assessments

for the organization’ strategic planning process. Road

mapping and roadmaps help R&D program managers

articulate what they plan to do in the context of DLA

goals as well as the program’s mission and objectives.

Road mapping and roadmaps help to link actions with

strategic intent.

Strategic assessments involve researching a specific

technology topic, including current and projected

industry development, maturity and use of the technology, and applicability in the DoD

supply chain. Strategic assessments roadmaps reflect

the lay of the land around a particular technology or

solution. The development of strategic assessments

occurs annually and the results are used to update the

roadmaps and influence future investment priorities.

Roadmaps are living documents that are adjusted over

time as priorities and requirements change.

Both strategic assessments and roadmaps provide an

opportunity for R&D to look beyond current technolo-

gies and survey advancements that have the potential to support the DLA Supply Chain and

the Warfighter.

UPCOMING R&D

EVENTS & ACTIVITIES

September 2018

5-6 Quality Summit

18-20 Army AM Community of Practice

Meeting

25 JAMWG

26-28 AF AM Technical Interchange

26 Lunch & Learn - Military Unique

Sustainment Technology (MUST)

& Weapons System Sustainment

(WSS)

October 2018

3 R&D Industry Day

10 Lunch & Learn - Defense Logistics

Information Research (DLIR) &

Battery Network (BATTNET)/

Strategic Materials (SM)

23-25 Subsistence R&D Associates

Meeting

31 Lunch & Learn - Strategic Distri-

bution & Disposition

(SDD)/Supply Chain Management

(SCM) & Small Business Innova-

tion Research /Small Business

Technology Transfer (SBIR/STTR)

November 2018

14 Lunch & Learn - Medical Logistics

Network (MLN) & Energy

Readiness Program (ERP)

28 Lunch & Learn - Subsistence Net-

work (SUBNET) & Additive

Manufacturing

27-30 NAMTI

December 2018

3-6 DMC 2018

12 Material Acquisition Electronics

(MAE) & Casting / Forgings

17-20 DoD Maintenance Symposium

WARFIGHTER FIRST 33

Creating A Strategic Roadmap

1 Identify

2 Research

3 Brainstorm

4 Draft

5 Implement

Step 1: Identify your goals and vision

for your program. What do you want

to achieve?

Step 2: Start doing

your research. What

have you done before?

What can change?

Who can help with the

next steps? Build your

team.

Step 3: Work with your team on

brainstorming next steps.

Identify the best strategies to

implement.

Step 4: Draft your

strategies and start building

your Program Roadmap.

What would you like to

achieve in 5, 10, 15 years?

Step 5: Implement

your strategy.

Designate periods

of time when you

will revisit the

process again to

reevaluate and

revise your

roadmap.

What is a Strategic Roadmap?A strategic road map is a visualization of what actions are needed to help your program fill its

project pipeline in the next 5, 10, or 15 years. It can easily and quickly give you and others a

high-level overview of what your program is doing now, what it needs to do in the near-term and

long-term to achieve its goals.

WARFIGHTER FIRST 49

Strategic Planning

18-24

MONTHS

25-48

MONTHS5-10 YEARS

STRATEGIC PLANNING

Strategic assessments drive resource decision-making for the most

immediate fiscal year and subsequent out years

10 YEARS +

EXECUTE IN

PBR 2020-2021

LOGISTICS

ENABLER LEAP AHEAD

QUICK

REACTIONLEAP BEYOND

ESTABLISH IN PBR 2021-2026

PLAN FOR

2026 AND OUT

YEARS

R&D Outreach

One key requirement of R&D is the need to interact with our internal and external

stakeholders. This interaction provides an opportunity to build partnerships along the

supply chain. The continuous dialogue among our stakeholders informs our program

managers in the development of both strategic assessments and roadmaps.

One important event initiated two years ago is the R&D Industry Day, which is sched-

uled for October 3, 2018, at DLA HQ Auditorium. This event allows industry and aca-

demia to hear from R&D about our current and emerging requirements. Conducting

Industry Day also helps R&D develop and build industry partnerships, which is another

important objective in DLA 2018– 2026 Strategic Plan.