UNCLASSIFIED / FOUO
DLA SUPPORT
in a
p
Global Materiel Enterprise
BG Patricia E. McQuistion
Commander, Defense Supply Center Columbus
Land and Maritime Demand and Supply Chains
Association of the United States Army ILW Army Logistics Symposium & Exposition
17 June 2009
UNCLASSIFIED / FOUO
DLA Organization
Defense
Supply
Center
C t
Columbus
DLA
HQ
Staff
Theater
Support
Defense
Supply
Center
C t
Richmond
DES
Enterprise
Support
J-1
Human
Resources
Command
Sergeant Major
Director
Chief of Staff
Defense
Supply
Center
C t
Philadelphia
J-3/4
Log Ops &
Readiness
Defense
Distribution
C t
Center
J-5 Enterprise
Transformation
Defense
Energy
S
Support
t
Center
J-6
Information
Operations
Defense
FIELD
Reutilization
ACTIVITIES
and Marketing
Service
J-7
Acquisition
Management
J-8
Financial
Operations
J-9
Joint
Reserve
Forces
YC-3
DLA
Pacific
DLA
Europe
DLA
Africa
DLA
Central
Def Logistics
Info Service
YC-3
Defense
Automation &
Production
Service
Defense
National
Stockpile
Stoc
p e
Center
Logistics
Service
Activities
•2
UNCLASSIFIED / FOUO
Scope of Combat Support
•
•
•
•
•
Provides 100% of Services’
– Subsistence
– Fuels
– Medical supplies
– Clothing & textiles
– Construction & barrier materiel p
p
95% of Services’ repair parts
Performs federal cataloging
Supports new systems provisioning Manages 3.8 million items via 8 supply chains ­ 54,000 requisitions/day
­ 8,200 contracts/day
­ 25M annual receipts and issues ­ 133M barrels of fuel sold
­ $14.6B annual in reuse/ disposals
#64 Fortune 500 – above Walt Disney y
#3 in Top 50 Distribution Networks
* 26 Distribution Depots worldwide
UNCLASSIFIED / FOUO
DLA Business Model
COCOMs and
The operating environment shapes warfighting and sustainment
Connected
C
d
To Warfighter
Demand
Single
Point of
Accountability
• BRAC
• DLA Forward
• Demand
Planning and
• Collaboration
• DLA Commands
Standard
St
d d
Processes
& Systems
EBS
Enterprise
Business
System
DLA
Customized
Solutions
• Performance Based
Logistics
• Prime Vendor
• Wholesale-Retail
Integration
Low Cost ­
Low Cost ­
Best Value • Cost Reductions
• Reduce Rate
Service Enterprise
Partners
US TRANSPORTATION
COMMAND
CONTRACTOR
PARTNERS
UNCLASSIFIED / FOUO
Supply Chain Operations Reference
(SCOR) Model
Supplier’s
Supplier
Deliver
Plan
Supplier
Source
Make
Customer
Deliver
Source
Make
Deliver
Source
Make
Deliver
Customer’s
Customer
Source
R t
Return
R t
Return
(Plan – Source – Make – Deliver – Return)
•
•
•
•
DLA Enterprise
Perfect Order Fulfillment
Demand Plan Accuracy
Attainment to Plan
Cost Performance
•
•
•
•
Service Needs
USN/USMC: CASREPs
USA: AOG, Reset, CCIR
USAF: AAIP,
AAIP MICAPs
Material Avail, Unfilled Orders
Goal Congruence in a Global Materiel Enterprise
UNCLASSIFIED / FOUO
DLA Fusion Center Portal
• Customer Targeted Outcome (CTO) metrics programmed into the Fusion Center Portal
into the Fusion Center Portal
Customer Outcomes Tab
– Access to detailed status information and analysis by Service and weapon system
– Links outcomes to each Supply Chain partner’s contribution to those results
Service Summary Page
Weapons Systems
Summary Page
Unit Drill Down
Summary Page
UNCLASSIFIED / FOUO
•EPR Dashboard – April 2009
Fusion Center
Land Dashboard
•7
UNCLASSIFIED / FOUO
DLA Demand and Supply Chains
Aviation
Land
Richmond
• Aviation
Original
Equipment
Manufacturer
(OEM) Items
C&T
Columbus
• Gun Parts
Medical
Subsistence
C&E
Philadelphia
• Valves/Hardware • Recruit Clothing • Pharmaceutical
• Automotive Parts • Fluid Handling
- Pipes/Tubing
- Compressors
- Pumps
• Engines
& Airframes
• Aviation
Supply Chain
Commodities
Maritime
• Organizational
Clothing
Equipment
• Institutional
Feeding
• Medical/Surgical
Equipment
• Operations
Rations
Energy
Ft. Belvoir
• Construction
• Equipment
• Produce
• Electronics
• Motors
• Batteries
• Packing/Gaskets
g
• Nuts & Washers
• Wire & Cable
• Converters
• Electrical
Connectors
Enterprise Business System (EBS)
FAS
UNCLASSIFIED / FOUO
Demand and Supply Chains
Demand Chains:
grouping of
customers that are
managed by
Customer Operations
“Each Customer is
aligned to one, and
only one, demand
chain”
Customer Focus
Aviation
Land
Maritime
Construction and
Equipment (C&E)
Clothing
Cl
thi and
d
Textiles (C&T)
Medical
Subsistence
Supply Chains:
grouping
i
off
items/suppliers that
are managed by
Supplier Operations
“Each
Each item is
aligned with one,
and only one, supply
chain”
Supplier Focus
from demand signal to order fulfillment the magic happens in the middle
UNCLASSIFIED / FOUO
DSCC Leadership Team
Commander
Deputy Commander
Patricia E. McQuistion, BG
Executive Director, Contracting &
Acquisition
q
Management
g
Mr. James McClaugherty, SES
Mr. Milton K Lewis, SES
Currently deployed as the DLA Support Team h DLA S
T
Commander at Camp Victory, Iraq
Chief of Staff
Col Daniel K. Hicks, USAF
YC3 Mr. Griff Warren, Deputy
•10
UNCLASSIFIED / FOUO
DSCC Leadership Team
Land Customer Ops
Land Supplier Ops
COL Carl D. Bird, USA
Mr Eugene Williams
Mr.
Williams, Deputy
LTC(P) Ryan B. Kivett, USA
Mr Ben Roberts
Mr.
Roberts, Deputy
Land Supply Chain
DLA Warren
Ms. Ellen Dennis
DLRs
Maritime Customer Ops
CAPT James Patton, USN
Ms. Deborah Haven, Deputy
Maritime Supplier Ops
CAPT Roland G. Wadge, USN
M P
Ms.
Patricia
t i i A.
A Shields
Shi ld
CDR David Peters, Deputies
Maritime Supply Chain
DSCC
Philadelphia
DLA
Mechanicsburg
Mr. Roger Dixon
M Doug
Mr.
D
N
Nevins
i
DLRs
DLA Norfolk
Puget Team
CDR Bill Nash
CDR Chris
Anderson
Supply Storage & Distribution
UNCLASSIFIED / FOUO
DSCC Business Profile
Our People
• 2,147 Civilians; 64 Active Duty; 43 Reservists; 168 Contractors; 212 Interns
Scope
p of Business
• 6.7M requisitions
• 707K contracts/year
• 1,900
1 900 contracts at $7
$7.8M/day
8M/day
• 2.1M NSNs
• 1,400+ weapon systems
• 145,000+ customers
• 7,000+ suppliers
Sales Trend
• FY06: $2.9B;
FY07: $3.2B;
FY09 Depot Level Reparables
DLA-Mechanicsburg: 7,400
contracts valued at $240M
supporting NAVICP
DLA-Warren: 800 contracts
valued at $195M
supporting TACOM
FY08: $3.5B
Sales by Supply Chain
• Land: $1.8B; Maritime: $1.7B
• Foreign Military Sales: 90 nations; $280M in sales
•12
UNCLASSIFIED / FOUO
Forward
Where Execution
we are
MRAP GDLS-C
(LONDON, ONTARIO)
PUGET SOUND NAVAL
SHIPYARD (PSNSY)
NAVICP-MECHANICSBURG
IMF PACNORWEST
LETTERKENNY (LEAD)
TACOM W
TACOM-Warren
CECOM
ASC-RI
FT IRWIN
MARCORSYSCOM
NORFOLK NAVAL
SHIPYARD (NNSY)
TACOM-RI
TEST LAB WEST
FT CARSON
I MEF-CAMP PENDLETON
COMSUBFOR
FT CAMPBELL
FT BRAGG
II MEF- CAMP LEJEUNE
FT RILEY
MCLB Barstow
MRAP FPII (LADSON, SC)
FT HOOD
Japan
FT DRUM
PORTSMOUTH NAVAL
SHIPYARD (PNSY)
MRAP NAVISTAR
(WARRENVILLE, IL)
PMO BREMERTON
TOBYHANNA (TYAD)
AMCOM
FT STEWART
KINGS BAY (TRF)
RED RIVER (RRAD)
ANNISTON
S O (ANAD)
(
)
SASEBO, JAPAN
MRAP BAE – TVS (SEALY, TX)
MCLB ALBANY/LOGCOM
MRAP BAE – GSD (ANNISTON, AL)
YOKOSUKA, JAPAN
PEARL HARBOR NAVAL SHIPYARD (PHNSY)
SCHOFIELD BARRACKS
Hawaii
2600+ strong in
Columbus Mechanicsburg
Columbus,
Mechanicsburg,
Philadelphia, Norfolk, Warren
plus 51 forward
locations…
and growing …
LEGEND
Fwd Exec/Maritime
Fwd
F
d Exec/Land
E
/L d
MRAP OEM locations
Product Specialist
CLSS
Buyer
Customer Service Rep
13
UNCLASSIFIED / FOUO
DSCC BRAC/Wynne Sites
Puget Sound Naval SY & Bangor IMF
Warren
NAVICP Mechanicsburg
DLR Sites
SS&D Sites
DLR & SS&D Site
Wynne Site
Portsmouth Naval SY
Tobyhanna Army Depot
DSCC Columbus
Aberdeen Proving Ground
Norfolk Naval SY
MCLB Barstow
MCLB Albany (DLR & SS&D Site)
Pearl Harbor Naval SY & IMF
Anniston Army Depot
FY 09
1Q
2Q
3Q
4Q
1Q
2Q
DLR
NAVICP Mech Phase I (9-Nov-08)
3Q
4Q
FY 10
1Q
2Q
FY 11
3Q
4Q
NAVICP Mech Phase II
1Q
LOGCOM
TACOM Rock Island
(15-Feb-09)
Shipyard Kickoff
SS&
&D
(Apr-11 )
(Apr-11)
CECOM (Sept-11)
Norfolk II (Jun-11)
Norfolk (10 May-09)
Pearl Harbor (25 April-10)
Puget I/Bangor
Marine Corps Kickoff
4Q
3Q
(Nov 09)
CCO Appt.
TACOM Warren
2Q
(19 Jul-09)
Puget II
Portsmouth
(Feb 10)
(Feb-10)
Tobyhanna
(Feb 10)
MCLB Albany (Sep-09)
Anniston
•(NLT
Sep-10) Barstow (Sep-10)
MCLB
(Jun-11)
(Jan-Mar 11)
UNCLASSIFIED / FOUO
Supporting Rapid Acquisition
Four Procurement Avenues of Approach
1. Acquire whole supply chains
• Privatization: Tires, Gases, POL, Subsistence Prime Vendor
• Microelectronics
• Batteries
2. Where an end-to-end supply chain does not exist,
acquire and integrate supplies and services
• PBL arrangements, Integrated Logistics Partnerships, Industrial
Product Support Vendors
3. Where integration
g
services are not required,
q
, acquire
q
strategic material with flexible response
• Long-term contracts with performance requirements, strategic
pp
alliances
supplier
4. For non-strategic material: transactional buys
UNCLASSIFIED / FOUO
Tire Privatization
1. Acquire whole supply chains
Providers: Michelin North America, Inc. & Michelin Aircraft Tire Company
5 year contracts (currently at the beginning of year 3)
Fixed price per tire supplied
p
p
pp
Annual increase based on economic price adjustment (10% CAP)
Contract Requirements:
•
•
•
•
•
•
•
Worldwide Supply Chain/Inventory Management
Inventory drawdown/elimination
Obsolescence Management
Time Definite Delivery
y Standards
Industrial Base Maintenance
CAT**
CONUS OCONUS Conflict Support
Customer Support
1
2
8
3*
Time Definite Delivery
2
5
12
6*
Service Tailored Support
− Land/Army
− Aircraft/AF and Army
g Cost Index Program
g
− Landing
− Retread
− Scrap Disposal
…next
3
10
30
Expedited
2*
5*
12*
efforts are microelectronics and batteries…
•16
UNCLASSIFIED / FOUO
2. Acquire & Integrated Logistics Partnerships
aka Customer Pay
integrate supplies and services
Demand forecasting
and problem
prevention was
poor – daily “war
room” to fix issues
Multiple parts
missing on vehicles
1300+ “G” coded
d d vehicles
hi l
Valued at $70M
“G” Coded vehicles
expensive to fix
Depot challenges:
Depot challenges
• Uncoordinated, and multiple sources of supply
• Had to resource buyers and expediters
• Took many depot resources to order, receive, store, Took many depot resources to order receive store fabricate, and move stock to the production line
•17
UNCLASSIFIED / FOUO
After Customer Pay
2. Acquire & integrate supplies and services
Defense AT&L Article – Jan-Feb 2009
“ Before Customer Pay, we went for about three months without “ producing a single vehicle that had 100 percent parts. Today, we go about three months without a single vehicle missing a single part.”
--Dr. John Gray
Sales Data
DLA
AMG
TOTAL
MAY 09
$13 7 M
$13.7 M
$6 6M
$6.6M
$20 3M
$20.3M
Availability:
APRIL
$13M
$5.5M
$18.5M
MAY
$11M
$7M
$18M
Cost Savings: RRAD $1,582,000
LEAD $1,102,722
MARCH
99 99999%
99.99999%
…next efforts are USMC and other TACOM fleets…
18
UNCLASSIFIED / FOUO
Fleet Automotive Support
Initiatives ((FASI))
2. Acquire & integrate supplies and services
• FASI-Regional
– Program Benefits
– Customer-focused contracts by region for Army and USMC CONUS bases
– Shared DLA and contractor management of supplies
– Supply chain management, parts acquisition, forecasting, obsolescence
management, quality assurance and customer service reps
– Reduced government inventory investment, customer costs, and
administrative lead time
Inventory holding costs avoided $37.8M
Total
• FASI-Global
– Program Benefits
–
–
–
–
100% contractor management of supplies
Reduces DLA inventory investment and customer costs
Improved end-to-end supply chain visibility
Supply chain management, parts acquisition, forecasting, obsolescence
g
, quality
q
y assurance,, and customer service reps
p
management,
– Shared Savings Clause
Savings Due to Improved Pricing: $37.7M Annually
UNCLASSIFIED / FOUO
Industrial Product Support
2. Acquire & integrate supplies and services
Integrated logistics solution for line-side bench stock at:
Anniston Army Depot
R d Ri
Red
River A
Army Depot
D
t
Tobyhanna
and Letterkenny Army Depots
Program Goals:
• Improved reliability and responsiveness
• Supply Chain Management, Parts Acquisition, Bin
Management,
• Forecasting, Obsolescence Management, Customer Service
Reps, Kitting, and Quality Assurance
• Single point accountability
• 99.85% Bin Fill Rate
…next efforts are umbrella contract to implement more rapidly at other locations…
UNCLASSIFIED / FOUO
DSCC FY08 Contract
Land Suppliers
Dollars
Award
A
d
Actions
Manual
$492,596,874
27%
LTC
$1,188,605,344
66%
PACE
$131,902,831
7%
Manual
52,880
11% PACE
,
26,372
5%
LTC
401,477
84%
LTC = Long Term Contracts
3. Establish long­term contracts
Maritime Suppliers
LTC
$484,067,676
33%
Manual
$684,802,189
$
,
,
47%
PACE
$289,959,628
20%
LTC
151,243
151
243
49%
Manual
86,306
28%
PACE
70,687
23%
PACE = Procurement Automated Contracting Evaluation
UNCLASSIFIED / FOUO
Top DLA & MILSVC Suppliers
3. Establish long­term contracts
Synergy across Military Services – opportunities to leverage DoD buying power
DLA Strategic Partners
General Electric
Boeing
Textron
Oshkosh
Honeywell
Rolls Royce
AM General
G d i h Corp
Goodrich
C
Parker Hannifin
Sikorsky
Hamilton Sundstrand
Dresser Rand
Eaton Corp
Canadian Commercial Corp
Pratt & Whitney
Northrop Grumman
Lockheed Martin
General Dynamics
BAE Systems
Smiths Aerospace
Raytheon
Moog
United Defense LP/BAE
Alcoa Global Fasteners
Aircraft Braking Systems
Warren Pumps
p
Avibank
York
Air Force
General Electric
United Technologies
Dynamic Gunver Technologies
GKN Aerospace
Rolls Royce
Parker Hannifin
Kaiser Electronics
N th
Northrop
G
Grumman
Raytheon
Goodrich Corp
Hamilton Sundstrand
CFM International
BAE Systems
Honeywell
Boeing
AAR Parts Trading Inc
EFW Inc
Military Service Top Vendors (2003-2005)
Army
Navy
Goodyear
General Electric
AM General
Bell Boeing Joint Project Office
Boeing
Boeing
Lockheed Martin
Sikorsky
Oshkosh
All Tools Inc
Purdy Corp
Raytheon
Honeywell
Lockheed Martin
G
General
l Electric
El t i
B ll Helicopter/Textron
Bell
H li
t /T t
Bell Helicopter/Textron
Hamilton Sundstrand
DRS Optronics
Rolls Royce
General Dynamics
Canadian Commercial Corp.
Raytheon
Northrop Grumman
Pacific Harness and Cable BAE Systems
Sikorsky
United Technologies
CE Niehoff & Co
L-3 Communications
Fenn Manufacturing
Hutchinson Industries
GTA Containers
Cummins Inc
Significant
Overlap in
Top Suppliers
Marine Corps
Canadian Commercial Corp
Raytheon
Ronal Industries
Rodelco Electronics
Mantech Systems Engineering
Lockheed Martin
L-3 Communications
N th
Northrop
G
Grumman
Centron Industries
Wendon Company
Carleton Life Support Systems
Harris Corp
Detroit Diesel
Oshkosh
Aegis Power Systems
Communications & Power Industries
Sensis Corp
System Technical Support Corp
General Dynamics
DLA Unique
Air Force Unique
Army Unique
Navy Unique
M i Corps
Marine
C
Unique
U i
DLA/Military Service Common
Supplier
UNCLASSIFIED / FOUO
4. Transactional DLA Support to MRAP
buys Æ LTCs
We broke the mold in provisioning and sustainment
Parts Support Strategy:
Original Plan
vs
Actual
Incremental CLS transition to organic, based on NSN assignment and theater requisitions
FY08
FY09
FY10
2QTR
3QTR 4QTR
1QTR
1QTR
Provisioning
Phase I: Forecasted & Demand Driven Parts
Phase II:
•Type II NSNs (CAGE & PN) assigned for ASL/PLL
•Obtain TECH Data
4QTR
3QTR
2QTR
1QTR
2QTR
Complete Weapon System
•Long Term Contracts (Sole Source & Competitive)
•Type I NSNs (Fully Described) Assignment/Identification
Army G4 direction: Enable units to order via NSN using tactical STAMIS
O
Organic
i Supply
S
l System
S t
(MILSTRIP) NSN Requisitions
R
i iti
2008
MAR
APR
MAY
JUNE
2009
JULY
PHASE 1
Air Conditioning Parts (258 NSNs)
Planning began in Spring 08
Undefinitized Contract Actions (UCA)
Issued May08 – deliveries through FY08
AUG
SEP
OCT
PHASE 2
Over 5000 NSNs (OEM)
Planning in June 08
UCA’s issued in July 08
Deliveries continue in 2009
NOV
DEC
JAN
FEB
PHASE 3
Long term contracts (up to 19K NSNs)
Market Survey began Oct 2008
ID new LTCs and adds to current
Award by Sep 09
UNCLASSIFIED / FOUO
156
dedicated
to MRAP
DLA MRAP Team
Customer Side
Deployed DLA Support Teams (DST)
• Iraq (OIF)
• COL Carl Bird & Eugene Williams (Land DCO)
• LTC Joan Sweeny, Land Readiness Room
- (with team of 7)
MRAP Program Mgt.
• Dan Bohn, PM
Don DiGuardi (SCPOC)
• John Dreska, Dep PM
(with Team of 6)
• Afghanistan (OEF)
• Kuwait
DDC/DDRT Support
Team of 5
DLIS DST Spt
Team of 10
T
Team
off 2
Team of 2
Team of 5
Matrixed Support
DLA FWD
DDC Troop
DLIS Management
g
Cherokee Buy Team
Team of 2
Team of 20
MRAP IST – Support Div
LTC Team
Team of 51
Team of 4
Contract Admin. Team
Team of 15
FPII
Contract Admin
Gina Robinson
Navistar
GDLS‐
GDLS‐C
BAE‐
BAE‐TVS
BAE
BAE‐‐GSD
Linda Combs
Shelia Robbins
OEM Liaisons
Darrell Kem
Cheryl Abercrombie­
Beckett
MSGT Mike Luetkeman
TBD
Delores Gang
SRM
Pauline Buck
Pauline Buck
Pauline Buck
TBD
Pauline Buck
Ken Glidden
TBD
Rick Bailey
Provisioning
Tom Stoner
TBD
ARMY
Rob Osborn
Terry McArthur
USMC
Tom Stoner
Yvonne Bozek
Sue Pavlak
Marsha Christoph
UNCLASSIFIED / FOUO
NSN's Identified as MRAP over time
Of th
the 23
23,649
649 MRAP NSN's
NSN'
JUN09
Fe
b07
M
ar
A
p
M r
ay
Ju
n
1.8K NIINs
removed, 77% are
Obsolete Parts
9 141 w/ SOH
9,141
SOH > 0 Cumulative
11000
10000
9000
8000
7000
6000
5000
4000
3000
2000
1000
0
DL
LA NIINs w/ SO
OH > 0
Army
USMC
Other
Tot. Documents Shipped
07
M
ar
A
p
M r
ay
Ju
n
Ju
A l
ug
S
ep
O
ct
N
ov
Ja De
n c
-0
8
Fe
b
M
ar
A
p
M r
ay
Ju
n
Ju
A l
ug
S
ep
O
ct
N
ov
Ja Dec
n
-0
9
Fe
b
M
ar
A
p
M r
ay
Ju
n
9717
12000
eb
827
75000
70000
65000
60000
55000
50000
45000
40000
35000
30000
25000
20000
15000
10000
5000
0
F
1799
C
Cumulative
l ti DLA Inventory
I
t
Build
B ild O
Over ti
time
Total Cus
stomer Orders
s Shipped
Orders Shipped
Ju
A l
ug
S
ep
O
c
N t
ov
JaDe
n- c
08
Fe
b
M
ar
A
p
M r
ay
Ju
n
Ju
A l
ug
S
ep
O
c
N t
ov
JaDe
n- c
09
Fe
b
M
ar
A
p
M r
ay
Ju
n
7000
6500
6000
5500
5000
4500
4000
3500
3000
2500
2000
1500
1000
500
0
UNCLASSIFIED / FOUO
MRAP Readiness Tracker
Benefits:
• Early Detection of NMC Drivers
• Facilitates E
E-Buy
Buy Management
• Detailed History of NMC Parts
• Collaboration Tool
• Performance Tracking
(Internet
Based Tool)
Part: Nomen: Dog Door Hatch (Example)
Quick Search by NIIN,
Document, or Vehicle
S i l Number
Serial
N b
Weekly Inputs:
•MRAP 026 (OIF & OEF)
•MERIT USMC NMC DOCS
Users:
• Army, Navy, AF, & Marines
• DLA DSTs & DLA PM MRAP
Phase 2 Improvements:
• Feed of RFID Tracking Data
Promotes Fast Triage for DLA MRAP Critical Parts
UNCLASSIFIED / FOUO
MRAP Sustainment
DLA MRAP NSNs & Army SSA Statistics
as of 11 Jun
SSA Supporting
Scorpion Cascade
1900
1800 Kuwait
1700
1600
1500
1400
1300
1200
1100
1000
900
800
700
600
500
400
300
200
100
0
Afghanistan
Iraq
W7Z WKQ W1P W0F W0P W2W W8D W8G W29 W2E W2Z W31 WDT WES WJE WKU WLA WP3 WP6 WP7 WQ6 WVE WVZ W1C W3F
RO > 0 (DLA MRAP 01 JJun 09) 1249 553
739
439
725
744 1247 1763 535
858
749 1040 689
952
938
478
878 1394 792 1827 1219 932 1103 1272 237
RO > 0 (DLA MRAP 08 Jun 09) 1254 553
742
444
756
744 1245 1767 535
853
752 1044 691
951
936
484
879 1316 791 1851 1223 929 1108 1278 241
RO > 0 (DLA MRAP SOH > 0)
1133 517
629
380
602
619 1003 1456 484
754
672
900
620
815
838
380
777 1186 682 1629 1091 822
RO > 0 (SSA Q_OH > 0)
1067 535
656
401
661
610 1124 1501 468
778
703
943
617
896
895
419
787 1216 726 1729 1153 829 1026 1216 224
10
17
26
39
26
12
30
23
16
14
20
28
RO > 0 ZBal w /Due Out
59
RO > 0 ZBal w /Due In
59
4
10
17
26
39
26
81
0
26
12
30
23
16
14
20
28
7
25
43
29
24
25
13
8
Where DLA SOH = 0
60
5
26
21
37
51
36
121
15
37
17
46
32
21
20
31
41
35
36
61
34
37
35
29
9
% ASL Zero Balance
15%
3%
12% 10% 13% 18% 10% 15% 13%
9%
7%
10% 11%
6%
4%
13% 10%
8%
8%
7%
6%
11%
7%
5%
7%
% ASL Zero Bal w /DO
5%
1%
1%
3%
2%
3%
2%
1%
4%
1%
3%
2%
2%
3%
2%
1%
3%
DA
Standard
is 8%
4
4%
3%
5%
26
2%
81
5%
RO > 0 (DLA MRAP 01 Jun 09)
RO > 0 (SSA Q_OH
Q OH > 0)
Where DLA SOH = 0
0
0%
3%
RO > 0 (DLA MRAP 08 Jun 09)
RO > 0 ZBal w/Due Out
% ASL Zero Balance
3%
7
25
43
29
24
939 1013 211
25
RO > 0 (DLA MRAP SOH > 0)
RO > 0 ZBal w/Due In
% ASL Zero Bal w/DO
280 SSA Zero Bal DLA MRAP NIIN’s where SSA RO > 0
13
8
USA
737
USMC
395
USAF
149
USN
44
UNCLASSIFIED / FOUO
KEY
Army/Marine Corps
MRAP Home Station Training
30
USAF
65
DDDE
Lewis
USN
Hohenfels/
JMTC
McCoy
30
40
Drum
30
30
29 Palms
Carson
DDJC
145
Riley
Ft LW
40
Bliss
6
Wainwright
Richardson
Hawaii
44
6
Kaneohe Bay
11
30
RRAD/MTT
40
30
Hood
Polk/JRTC
& FSF-TT
4
RRAD/USMC
Bragg
30
Shelby
16
Schofield Bks
Dix
Campbell
Sill
Pendleton
30
30
30
Irwin/NTC
DDSP
Atterbury
30
60
Alaska
USMC
Germany
Total = 1,325 91
USA
96
Lejeune
Stewart
2
Japan
Camp Fuji
90
DLA Depots with MRAP Parts
46
Okinawa 28
UNCLASSIFIED / FOUO
Organic Manufacturing
Why use Organic Manufacturing?
•
•
•
•
•
•
•
Contractor Performance History
No­source/No offers received
Non­responsive Technically unacceptable
Previously made by an organic
Emergency Supply Operation Center
l
Diminishing Manufacturing Source
5. Organic sources
Army Industrial Sites Supported
Anniston Army Depot
Letterkenny Army Depot
Red River Army Depot
Tobyhanna Army Depot
Joint Manufacturing & Tech Center
Army Organic Contracts FY08
JMTC: 23 Projects, $6.5M
ARDEC: 1 Project, $1.9M
Rules:
• Must have approved Organic source
• Public (organic) and Private sources can not compete against each other for awards!
p
g
Exceptions:
• Price: quoted price is formally determined to be unacceptable.
• Delivery: quoted delivery time frame does D li
t d d li
ti f
d
not meet customer requirements.
Army Organic Sites FY09
JMTC: 11 Projects, $2.6M
ARDEC: 5 Projects, $72K
TYAD: 1 Project, $7K
Examples: M2 machine gun parts, other small arms, wiring harnesses and cables
wiring harnesses and cables
Intent: Use Organic Manufacturing capabilities to solve critical supply issues on •troubled NSNs.
UNCLASSIFIED / FOUO
Personal Lessons Learned
• Early and continuous collaboration on requirements pays off
• Understanding supply chain roles and responsibilities is g pp y
p
critical (e.g., engineering support, cataloging, provisioning)
• Aligning metrics among DLA, TRANSCOM, the Services, and Suppliers is the path to continuous improvement of the end­
to­end supply chain
• Post award actions for privatization, ILP, and IPV­type contracts requires program management structure
• St
Stay inextricably linked with warfighting and industrial i
t i bl li k d ith fi hti d i d t i l activities requirements and routinely translate those to Suppliers
Supply Chain TTP = Trust, Transparency, and Partnering
UNCLASSIFIED / FOUO
Opportunities in DLA
• 20,805 Civilians
,
• 519 Active Duty Military
y
• 754 Reserve Military
• Located in 48 States/28 Countries
UNCLASSIFIED / FOUO
32