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I n t e g r i t y - S e r v i c e - E x c e l l e n c e
The Air Force Global Logistics Support Center“Global Logistics – Warfighter Focus”
AFGLSC Mission Brief
Col Jeffrey R. Sick
Vice Commander
17 Nov 09
I n t e g r i t y - S e r v i c e - E x c e l l e n c e 2
Overview
Evolution, Mission, and Focus
Campaign Plan
Supply Chain Performance
Way Forward
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Critical Need for Change
Increased Ops Tempo
Multiple Contingency
Operations
PBD 720 Manpower
Reductions
Inventory Reduction
ECSS
3
Can’t Do Business As Usual
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
AFGLSC Organizational Evolution
4
Regional Supply
(2000)
LSCs
(2006)
AFGLSCBase Supply
(Prior 1998)
Incre
ase A
sset
Vis
ibilit
y—
Inte
gra
te C
AM
, E
CS
S, &
RN
I
Base Focus
Command
Focus
Weapon
System
Focus
Enterprise Focus
Co
nti
nu
ou
s P
roc
es
s Im
pro
ve
me
nt
Global ExecutionSingle
Face
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
AFGLSC Process Evolution
5
From:
• No Single SCM Owner
• No Enterprise View
• Sub-optimized support
• Excessive duplication
• No standardization
To:
• Single SCM Owner
• Single Point of Entry
• Enterprise View
• Optimized Support
• No duplication
• Standardization
I n t e g r i t y - S e r v i c e - E x c e l l e n c e 6
Mission / Vision / Pillars
MISSION: Execute the Air Force Supply Chain by integrating Enterprise-wide planning
and strategy with Global command and control as the Single Focal Point to the Warfighter
Vision: Recognized and respected as a premier Supply Chain Management organization
through trusted support, continuous innovation and a professional, highly skilled workforce
Pillars
People Process Strategy Policy Technology
Global Logistics – Warfighter Focus
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Current Organizational Structure
7
Off Enl ANG Civ Ctr Total
67 698 105 3,195 440 4,505
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Our Portfolio
AFGLSC is Critical to Meet the Needs of an Agile & Expeditionary AF 8
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Roles and Responsibilities
9
Direct Warfighter
SupportSupply Chain Command
and Control
NWRM Control and
Facility Operations
Operations
Mission: Conduct enterprise supply chain command and
control and warfighter operational spares support
Demand and Supply
PlanningSourcing
Item Level Lifecycle
Management
Planning &
Execution
Mission: Plan and execute the AF supply chain to enable
weapon system employment when and where needed
Process & Capabilities
IntegrationEnterprise Performance
Engineering and
Technology
Strategy &
Integration
Mission: To develop an integrated set of capabilities (business
rules, processes, infrastructure/tools, compliance) required to
support the AF supply chain enterprise
I n t e g r i t y - S e r v i c e - E x c e l l e n c e 10
AFGLSC Campaign Plan
CC’s Play Book
Provides a “Single Focus”
for AFGLSC
Spans Multiple Years
Outlines Plan to Improve
Warfighter Support
Complete portfolio of
Strategic Initiatives
Continuously Managed
and Updated
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Develop and Deploy Supply Chain Measurement & Analysis Capability
Implement Customer Relationship Management Program
Develop and Deploy Supply Chain C2/Integration Capability
Develop Emerging Combat Support Capabilities
Deploy ECSS Management Plan
Define and Implement Enabling Mission IT
Define Enabling IT COOP Plan
Discover, Evaluate, and Implement New Technology
Develop and Deploy Enabling Infrastructure IT
Normalize Emerging Weapon Systems
Integrate New Classes of Supply
Define and Implement Repair Network Role
Develop and Deploy Enterprise Inventory Strategy
Execute AFGLSC Role in NWRM PIC
Implement Demand/Supply Processes
Implement Compliance Program
Develop and Deploy Enterprise Distribution Strategy
Develop and Deploy Sourcing Strategy and Supplier Management Program
Establish and Effective Enterprise Continuous Process Improvement Framework
Establish Single Face to Depot Repair Nodes
Develop Enterprise Retrograde Mgt Program
Define and Deploy SCM Risk Management Plan
AFGLSC Goals and Initiatives
Optimize Support
to the Warfighter
Execute Enterprise
Supply Chain Command,
Control & Integration
Develop Management /
Integration Strategies for
all Classes of Supply
Improve AF Supply
Chain Processes
Pursue and Implement
Enabling Technology
Develop Professional,
Highly Skilled
Workforce
11
Develop certification program with competencies, training, education, and development assignments
Align skills and personnel through accession and succession planning
Define and execute a workforce governance, cadence, and measurement plan
Create an employee recognition and mentoring program
Integrate an AFGLSC culture and wingman mindset embraced by workforce
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Tomorrow
Supply Chain Cost
Perfect Order
Fulfillment
EXPRESS
Constraints
Contract Timeliness
Time Definite Delivery
NMCS
Forecast Accuracy
Total Fleet & Asset Visibility
Demand ForecastAccuracy
12
Goal: Aircraft Availability, Reduced Cost, Customer Satisfaction
Today
TNMCS
Backorders
MICAP Hours
Time Definite Delivery
MRSP Fill
Rates
CWT
Supply Chain Performance
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
AFGLSC Way Forward
13
Regional
Supply
(2000)
Base
Supply
(Prior 1998)
LSC’s
(2006)
AFGLSC
Stand-Up
(2008)
AFGLSC (P)
(2007)
ANG
Integration
(2008)
MEO/Contract
Integration
(2009)
Veh/Eq SCM
Integration
(2009)
FOC
(2011)
Begin
ECSS
(2011)
Time Now
RNI Pilot
(2010)
CSW
Stand-Up
(2004)
CRM
(2010)
SRM
(2010)
NWRM
PIC
(2010)