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Vision: Enable a global Defence supply chain that is agile, sustainable,
reliable, and interoperable with allies and industry to increase
operational excellence.
•Agility: the ability to respond to external influences and adjust to
business requirements in a timely manner;
•Sustainable: affordable, meeting current business needs while
building future capability;
•Reliable: ensuring predictability of the outcome of a process (e.g. on
time, right quantity, right quality, compliance with policy and law)
•Interoperable: ability to work in an extended supply chain context with
greater efficiency and effectiveness
Mission: To establish the conditions within which the Defence Global
Supply Chain Vision can be achieved while remaining compliant with
government of Canada policies and legislation.
DGMSSC Vision & Mission
Canadian
Forces
Consumer
DND
Customer,
Banker
DGMSSC
MA&S
Supply Chain
Management
Policy
Coordination &
Integration
Reportability Accountability Auditability Traceability
Training &
Professionalization
Process
Modernization &
Optimization
Strategic
MA&S Services
(BI, Disposal, etc)
Enterprise
Capabilities &
Requirements
Supply Chain
Transformation
Special Projects
(eg AFSP, EIE,AIT…)
Quality
Assurance
Materiel
Accountability
Program
Central Agency
Relationship
Management
Visibility Deployability Capability Sustainability
DGMSSC Value Proposition
Req’ts Mgt &
Solution
Implementation
I
nternational
Collaboration
(JSCF)
Program Modernization Materiel Acquisition & Support (MA&S) 2012-2016 Priorities:
– Support to Operations
– Deliver on the Supply Chain MA&S Vision
– Program Renewal
– Support the delivery of Defence cost reductions
– Strengthen the Team
DGMSSC Program Priorities
– Institutionalize the MA&S policy and training solution
– Increase collaboration with allies in support of MA&S vision
– Deliver critical business programs such as: disposal, inventory management, business intelligence, automated identification technology, fuels and lubricants, Electronic Information Exchange, In Service Support Contracting Framework…
– Lead the business engagement in MASIS V (SAP ERP) delivery and plan stream 2 functional migration
Departmental Transformation Alignment
Business Architecture
Governance“What are the leadership and organisational
decision making structures?”
Policy Portfolio“What is the management approach, direction
and controls for achieving departmental results and ensuring compliance?”
Processes & SOPs
“What do we do & how?”
Information / Intelligence“What do we need to know?”
Resources“What resources are needed / available?”
Program“What is our mandate?”
Services & Products
“What do we deliver and what is our
delivery model?”
Guide Strategic
Programme Management
and & Governance
Framework
Phased / Integrated Business Transformation
Governance“Stakeholder engagement, decision gates and
executive intervention”
Preparation
Go Live
Education & Training“All Levels”
Procure & Build
Integrated Testing & Repair
Simulation / Mock Go-Live
Adjust / Refine
Me
tric
s &
Re
adin
ess
Gat
es
Data Cleansing / Conversion
Management“Program & Project”
Business Continuity
Support
Go Live Communication
Performance Tuning &
Reporting
Acceptance Gates
Policy Analysis/Integration & Future State Process
Design
Business Continuity Scenario Design
Align Integrated
Corporate Force
Structures & Manage
Corporate Resource Plans
Execute Defence Services
Programme Coordination
Provide Internal
Integrated Business
Services
MA&S transformation assumes that a Departmental Management Framework exists and also recognizes that the organization does not stand still while transformation is in progress.
There is a need to continually engage stakeholders to ensure alignment with the departmental management framework, practices and methods and to adjust to changes in departmental direction and priorities.
The governance processes include the checks and balances to ensure alignment and readiness and to synchronize the activities required to implement and institutionalize change.
PASOLS
NATIONS
NATO
NATIONS
PASOLS QLF
ABCA
LOGWAR
NATO
Bi-laterals
MIC
Multi Fora Crosswalk
Socialization of Intl Sp Interests
PASOLS
NATIONS
NATO
NATIONS
PASOLS QLF/J
SCF ABCA
NATO
MIC
Multi Fora Crosswalk
One way – through other foras
ASIC
Bilats
Operations Logistics Chain Management
Collective Responsibility for Logistics is not
consistently implemented.
Inadequate collaborative planning
Inadequate coordination, synchronization and
control of logistic chains.
Existing tools are not used adequately.
Lack of interoperability amongst the numerous
technical systems.
To provide NATO and the nations a Framework to improve logistic
collaborative planning and coordination in order to make more efficient
use of logistics resources and provide the NATO commander and the
nations with effective logistics support.
OLCM - PROBLEM STATEMENT:
OLCM - AIM:
Defence
Strategic Outcomes
Program Activity Architecture (PAA)
Real
Property
Civ Pers Mil Pers Finance Materiel IM
IT Infra S&T Policy Media &
Comms
Security
Environment
DSP
Corp Svcs
Corporate Integrating Framework
Defence Business Management Program (DBMP)
ADM(Mat)
ADM(IE)
ADM(IM)
ADM(HR
Civ)
CMS
CLS
CAS
CMP
CEFCOM
JAG
CANOSCOM
CANCOM
CANSOFCOM
VCDS
SJS
ADM(Pol)
ADM(FinCS)
ADM(S&T)
Ombuds
man NSS
CRS
CSE
CMJ
ADM(PA)
ECS / Level 1
Military/Ops/Intelligence Corporate Portfolio
Integrate Policies, Processes, and Systems
Critical Challenges
• Complexity: changes happening across the department and CF, end-to-end SC dependencies, inter-departmental dynamics, international dependencies, unpredictability of demand, etc….;
• Tempo and resource availability;
• Operational primacy;
• Back office rust out;
• Systems rust out;
• Historical failure to transform;
• Dramatic cuts expected.
Way Ahead
• Corporate Business Management Function being stood up under the VCDS
• Departmental Enterprise Resource Planning systems implementation underway with MA&S in the lead
• Defence Force Structure Review completed
• Defence cuts
• Increased program discipline and reportability