Ready for Sea

presented by:CAPT Scott Hoffman

FM/ILS/Acquisition/ITSUPPLY ADVISORY TEAM

Ready for Sea

There is no “silver bullet” to this challenge but there are steps to set the table for future success while minimizing the timing impact of budgetary changes on logistics support…

PEOPLE GOAL - Comms channel to alert NAVSUP and DLA of pending budgetary changes – establishes a quick work-around comms plan and assist in more fully developing the list and deploying the training module

TRAINING GOAL DELIVERABLE - Developed a training module to articulate the policy change and need for it at the DAU/NDU/NPGS capstone courses for PMs, Comptroller, Contracting, and Logistics

POLICY GOAL DELIVERABLE – Drafted a change to the DoD 5000 that alerts organic support to outyear budget changes affecting the downstream logistics support. Covers:

• Tech data package • Other info/assumptions needed by the organic support activities

BLUF

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Team Members and Roles

CAPT Scott Hoffman Team Lead CAPT Douglas Bridges IT

CAPT Ed Chevalier Reserve Employment

Ms. Theresa Reed Mr. Ray Cook

GS Tech Leads

CAPT Dan Hodgson &CAPT Dave Rhone

ILS CAPT Pam Theorgood Joint

CAPT Luis Trevino Acq/Contracting CAPT Chip Zawislak Financial Mgnt

Mr. Russell Young Blackbelt

Flag Sponsors - RADM (Sel) Haven and RDML (Ret) Singleton

CDR Jaime Murphy worked the people component extensively; LCDR Ryan Stickel, LT Thad Brill and LT Travis Grayum

provided training concepts

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Map current logistics and IT processes to identify process/support gaps.

Propose changes to improve network integration, increased cyber readiness, and FIAR compliance related to Acquisition Things to consider

PBLs, CLS, Big A ILS (e.g. tech data ownership)

Team Mission

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The Acquisition Environment …

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Target Goal - Identify the Military and Civilian SMEs to alert NAVSUP and DLA of pending budgetary changes that would drive changes in the support strategy

Background - Direct outreach to POCs as the initial step - including NAVSUP Ech II and III (WSS), NAVAIR, NAVSEA…

• FM, Acquisition and Logistics • POCs responsive – there is Goodwill to tap into

‘Upstream’ sources are the FM leaders with the Logistics and Acquisition types being the recipients of information from FMB

• Inconsistent use of Supply Officers in the OPNAV N9 arena, the resource sponsors. These billets traditionally know, before a program office does, potential budget changes…especially in the Programming Phase

• The lack of Supply Officers in the Navy’s Budget Office (FMB) prevents us from having “eyes” on funding in the execution year

• The informational stream we’d be privy to begins at OPNAV N4 & FMB then to the Budget Submitting Office (BSO)/Program POCs, with OPNAV N96/97/98 playing an integral role in proposing and defending funding changes that impact their warfare communities

Target Area #1Target Area #1

“ “People” DiscussionPeople” Discussion

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Relevant OPNAV Resource Sponsors may be a good link up for the embedded NAVSUP LNOs now aligned under NAVSUP HQ N41

Coupled with reaching out to the BFMs, who will see the magnitude and overall impact of any decision, the LNOs may be able to gain the details and logistics impacts of an inbound shift in support strategy

In most cases SC billets at the BSO’s get involved only when the Program Office asks for assistance. • Usually the PMO engages with its OPNAV resource sponsor and FMB action officer

Three levels of POCs that would complement our efforts —• OPNAV N9 Resource Sponsors • Program Office BFMs • NAVSUP N41 LNOs that are embedded in the PEO/Program Offices as Lead Logisticians

““People” Target Discussion People” Target Discussion Cont’dCont’d

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OPNAV Resource Sponsor Supply Officers; BFMs and FMB’s list of BSO POCs with whom they coordinate – these people are the early warning system

List of PEO/Program Office Lead Logisticians –• NAVSEA and NAVSUP hired a GS-15 Logistician in each PEO to be NAVSUP’s

eyes and ears… o NAVSEA LNOs for example are now part of NAVSUP HQ N3/N4 Organization, specifically

in the N41 code o There is an LNO for PEO SHIPS, CARRIERS, LCS, SUBS, IWS and SEA21 – these can

be entry points

Coordinate with other SAT teams, a review of each team’s recommendations calls for some comms channel so we should approach this as an enterprise/community vice four separate data calls

“People” Lead – Capt Chevalier 

““People” Target People” Target Way AheadWay Ahead

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Target Area #2Target Area #2

“ “Training” DiscussionTraining” Discussion

Ready for Sea

presented by:CAPT Scott Hoffman

FM/ILS/Acquisition/ITSUPPLY ADVISORY TEAM CHARTER FOR

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Inject a case study or scenario based session into the capstone courses for PM, FM, Logistics and Contracting at DAU, Senior Acquisition Course and potentially, Naval Postgraduate School

Long-term study/thesis sponsorship for training/curriculum development

Case Study material can be developed at NPS, DAU, or the War Colleges

Potential exists for OA/OR folks to develop interactive graphic user interface programs where updated material can be loaded/tested

Training portals offer an inexpensive method to train dispersed personnel 

Engage the 810 MBA Program and/or the ETP pipeline to use their experience and classmates to bring a fresh perspective• Key sponsors/gatekeepers we should engage for ideas – OSD, OP, Fleet Comptrollers, PEOs, PMs,

DASN AP, OPNAV, DAU, NDU, NPGS

Training Leads – CAPT Bridges and CAPT Hoffman

““Training” Target Training” Target

Way AheadWay Ahead

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Target Goal Deliverable – Proposes DoD 5000 minor change/clarification to drive consideration of the issues that revolve around an unanticipated budget mark negatively impact the Program’s ability to execute a Contractor Logistics Support or Performance Based Logistics strategy.

Background - The recent DoD 5000.02 revision and Better Buying Power memos revealed numerous improvements to minimize the number of surprise conversions from OEM/contractor to organic logistics support –

• - however, there appears to be a policy gap that could manifest itself after the Acquisition Decision Memorandum had been approved and the program had gone into sustainment…

o Lack timely comms link between comptrollers, logistics planner and the organic support organizations in the event that a budget mark requires a reclama

o No apparent incentive to contingency plan for a budget mark that shifts the logistics support nor bring the notional supporting organizations into the planning or re-planning process

Target Area #3Target Area #3

““Policy” DiscussionPolicy” Discussion

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Specific language for insertion into the next revision/update to DoD 5000.02

Synchronize this effort with the complementary NAVSUP CPI Effort

NAVSUP, and all of the SYSCOMs, would be routed the proposed changes so the team recommends a coordinated approach to ease its incorporation

• Stakeholders for the coordination include the SYSCOMS, DASN (AP), OPNAV, Navy Contracting Council, NAE, SWE and the Fleet Comptrollers

• Modifying policy assists because this is THE source document for so many of the Navy’s policies, thereby driving change in all of the subordinate documents

“Policy” Leads – CAPT Hodgson, CAPT Zawislak, CAPT Trevino

““Policy” Target Policy” Target RecommendationsRecommendations

Like all of the SAT efforts, Leadership and Culture will play a defining role