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Army FMS Across the Globe
NORTHCOM
Countries: 3
Cases: 102
Value: $1.1B
Training Teams: 0
SATMO
COCOMs: 5
Countries: 26
Teams: 32
Personnel Deployed: 201
SOUTHCOM
Countries: 28
Cases: 331
Value: $2.5B
Training Teams: 10
EUCOM
Countries: 42
Cases: 1294
Value: $13.2B
Training Teams: 7
PACOM
Countries: 22
Cases: 852
Value: $21.8B
Training Teams: 3
AFRICOM
Countries: 32
Cases: 343
Value: $846M
Training Teams: 2
CENTCOM
Countries: 18
Cases: 1708
Value: $102.4B
Training Teams: 10
Army FMS FY03-FY14 and out
Total Active FMS
$6.8B
Countries: 145
Cases: 4630
New FY14: $6.8B
Value: $141.8B
Undelivered: $56.9B
On Offer (Pipeline): $22.7B
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)
Engaging with our Allies while Building Partner Capacity
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Scene Setter
• SCRTF
• MNF-I Letter
EDRB
• BRAC
• Dramatic increases in scope and complexity
• Enterprise focal points
- Experience and training
- Operations
- Priorities
• Relations with Industry
SEE
LEAD
TRAIN
RESOURCE
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Industry Relations
FMS is a collaborative effort – the USG, our foreign
partners and US industry.
INDUSTRY’S CHALLENGE
- Understanding the current status
of your case, contracting action
- Defining requirements…
matching threats, gaps, funding
... and timing
- Understanding budget-to-
FOREIGN GOVERNMENT
Lack of transparency …
both here and abroad:
WE CAN HELP!
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
military requirements match,
authorities
We don’t make anything…
we rely on Industry to fulfill our promises!
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Operational Experience
Country Program Managers (CPMs)
25.0
20.0
15.0
10.0
5.0
0.0
TIME IN POS
TIME USASAC
DSR
Desk Side
Reference
CBT
Computer Based
Training
TIME IN SAE
ILT
Instructor Led
Training
DAP
Developmental Assignment
Program Policy
DISAM courses provide the operational baseline
Operational Training - develops, maintains, or improves the
operational readiness of individuals or units.
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Portfolio of Initiatives
DASA DE&C
Mr. Israel
McReynolds
DASA DE&C
USASAC
Mr. John
Neil
USASAC
COL Marvin
Whitaker
DASA DE&C
Ms. Sandy
Long
USASAC
COL Marv
Whitaker
USASAC
COL Larry
Fuller
• 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
Ms. Brenda
Hatley
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Leading … when you’re not in charge!
USASAC leads the AMC Security Assistance Enterprise.
Develops and manages security assistance programs and
Foreign Military
cases
to buildEnterprise
partner capacity, support
ArmySales
Security
Assistance
COCOM engagement strategies and strengthen US Global
partnerships.
Department
of State
Congress
Industry
Department
of Commerce
ASA-ALT
DA STAFF
DTSA
NSA
NGA
DSCA DISAM
AMC
PEO / PM
USAMMA
DASA-DEC
sco
TRANSCOM
SDDC
FMS
sco
sco
TACOM
USASAC
sco
Joint Project
Office (JPO)
SAMD/IMMC
COCOM
ASCCs
JMC
DCMA
SAMD/IMMC
Other
MILDEPs
sco
DLA
GSA
AMCOM
SAMD/IMMC
DCAA
CECOM SAMD /
ACC
LRC
TRADOC
STRI
COE
Collaborative Enterprise
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Leading the Army’s Security
Assistance Enterprise
(It’s not about the COP!)
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Army Security Assistance Enterprise
DASA-DEC
USASAC
LCMCs
ACC
PEOs
COCOMs
We’re all about:
- Promises
-Process
-People
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Army Security Assistance Enterprise
DASA-DEC
USASAC
LCMCs
ACC
PEOs
COCOMs
We’re all about:
- Promises
-Process
-People
Leading the Enterprise
- 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
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COP
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Exploiting our New Capabilities
PAST
2012
• Asynchronous, 1950-style
management
• Not integrated
• Letters, Memos, Phones … and then
FAXES!!
• Snail mail slowed coordination
• Documents hand delivered
Quarterly vEDRB (SAEMR)
COCOM
II
III
IV
DSCA
DASA
DEC
Country
Team
(CPM / CCM)
SAMD
SAMD
SAMD
• Improved integration
• Real-time updates
• More proactive
management; but still
time consuming
• Narrowly focused on
Case Development and
Contracting
Quarterly SAMD Reviews
SAMD
LOA
CWD
Contracts
PEO /
PM
PEO /
PM
ACC
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Exploiting our New Capabilities
DASA-DEC
… from EDRB to a more dynamic
case management system
USASAC
DSCA
Multi
Level
Cross Enterprise
• Enterprise collaborative approach
• Implemented through the Sync
• Enabled by the COP
Country Team
(CPM / CCM)
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Improving our Program Mgmt
WEEKLY SYNC MEETING RHYTHM
1st WED
2nd WED
3rd WED
• Case Development
- LOA (Red / Amber Cases)
- CWD Returns
• Contracting / Acquisition
DASA-DEC PEO Reviews
COCOM
Led… Process
Focused
- Requisition Extraction to CDD
Weekly sessions focusing on
specific PEO / PM community…
looks at cases in development,
contracting status and execution
• Case Execution
USASAC briefs FMS case status
4th WED
• SDRs / R&Rs
Case
Development
Contracting
Case
Execution
SDRs / R&Rs
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Case Writing Timeliness and Quality
CASE WRITING TIMES
Case Assigned to Case Returned by FY (Avg Days)
Average Days
110
100
49 days in
1Q14
90
34 days in
2Q14
80
70
60
50
Average Days
FY07
FY08
FY09
FY10
FY11
FY12
FY13
107
93
83
88
74
79
55
-13%
-11%
+6%
-16%
+7%
-30%
% Change From
Previous Year
CASES “KICKED BACK” (CWD Returns)
% Documents Returned, by Qtr, FY13
Percentage
25
10% in
March
20
15
10
5
Percentage
Average Time to “Fix” Errors = 6.8 days in 4th Qtr 13
(now down to just over 5 for FY14)
1st QTR
2nd QTR
3rd Qtr
4th Qtr
20
18
13
15
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Case Execution and SDRs
Case Execution
(Red Cases)
700
600
500
400
300
200
100
0
Feb 13 Mar 13 Apr 13 May 13 Jun 13
Closure
Logistical
Financial
504
335
40
491
341
35
492
329
34
480
307
32
470
314
27
Jul 13
552
291
26
Aug 13 Sep 13
551
265
28
557
269
27
Oct 13 Nov 13 Dec 13
575
249
27
561
237
28
585
234
32
Jan 14
576
256
24
Feb 14 Mar 14 Apr 14 May 14
599
258
38
604
247
20
578
230
24
541
222
26
SDRs
Total
SDRs
Red
Green +
Amber
Supply Discrepancy Reports
1800
1600
1400
1200
1000
800
600
400
200
0
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 14
Total SDRs
1688 1644 1626 1570
Red
826 821 960 952
Green + Amber 862
823 666 618
762
133
629
738
141
597
717
137
580
708
154
554
669
100
569
676
102
574
630
92
538
629
84
545
544
75
469
529
67
462
538
64
474
485
57
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Changing Defense Sales Environment
Customer base is
expanding:
• 17% more countries
• Increasing sales in Mid
East, Pacific, Africa
Trend toward
international
competitions… over
$25B underway now
Increasing
Competition… and
several countries
exploring FMS-like
system
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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Establish a Common Operating Picture
• Visibility + Accountability
• The COP essentially attaches a GPS tag to each FMS case
• Integrates information from several key systems for end-toend visibility
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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
Did we meet the LOA
Line Commitment Date?
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
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A Focused COP
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
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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
Average Days LOR Receipt to LOR Complete
(By AOD Group)
140
120
100
80
60
40
20
0
A
B
C
D
TOTAL
FY 2013
19.8
40.7
114.6
5.6
29.4
FY 2014
9.8
27.8
51.9
7.9
23.0
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Prepare and Present the Letter of Offer and
Acceptance (LOA) to the Customer
Average Days LOR Receipt to Document
Presented to Customer
(By AOD Group)
350
300
250
200
150
100
50
0
A
B
C
D
TOTAL
FY 2012
50.2
127.7
262.0
57.1
103.4
FY 2013
50.8
123.2
330.6
51.3
102.0
FY 2014
34.6
106.9
190.4
43.1
91.7
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The Clear Advantage to
Contracting Data Visibility
Percent of Major-Item
Requisitions
Shipped by SDD
100
80
60
40
20
0
WITHOUT
CONTRACT DATA
WITH CONTRACT
DATA
FY 2013
FY 2014
65.6
63.1
84.1
75.2
Average Days to Ship
Major Item Requisitions
700
600
500
400
300
200
100
0
WITHOUT
CONTRACT
DATA
WITH CONTRACT
DATA
FY 2013
FY 2014
567.7
608.1
284.3
350.0
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Improve Timeliness of Contracting
Average Days Requisition
Extract to ARP Actual Date
250
200
150
100
50
0
Avg Days
FY 2012
207.6
FY 2013
164.1
FY 2014
130.8
Average Days Contract Award
to Requisition Shipped
1000
900
800
700
600
500
400
300
200
100
0
Avg Days
FY 2012
882.7
FY 2013
640.7
FY 2014
525.3
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Strength in Cooperation
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