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Leading the Army’s Security Assistance

EnterpriseMG Del Turner

5 June 2014

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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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• 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

. GO

VER

NM

ENT

FOR

EIG

N G

OVE

RN

MEN

T

IND

UST

RY

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

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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 DISAMAMC

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 EnterpriseUSASACDASA-DEC LCMCs PEOs COCOMsACC

We’re all about:- Promises- Process- People

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Army Security Assistance EnterpriseUSASACDASA-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 CapabilitiesPAST 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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Country Team(CPM / CCM)

DASA-DEC USASAC

Cross Enterprise

MultiLevel

Exploiting our New CapabilitiesDSCA

… 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 Contracting Case

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

5060708090

100110

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

Days

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 14Closure 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

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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…

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Insure that the Letter of Request(LOR) is Complete

FY 2013 FY 20140

20

40

60

80

100

120

140

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 20140

50

100

150

200

250

300

350

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 20140

20

40

60

80

100

Percent of Major-Item Requisitions

Shipped by SDD

FY 2013 FY 20140

100200300400500600700

Average Days to Ship Major Item Requisi-

tions

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Improve Timeliness of Contracting

FY 2012 FY 2013 FY 20140

50

100

150

200

250

Average Days Requisition Ex-tract to ARP Actual Date

FY 2012 FY 2013 FY 20140

100200300400500600700800900

1000

Average Days Contract Award to Requisition Shipped

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Strength in Cooperation