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1WARFIGHTER SUPPORT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT
WARFIGHTER-FOCUSED, GLOBALLY RESPONSIVE, FISCALLY RESPONSIBLE SUPPLY CHAIN LEADERSHIP
DEFENSE LOGISTICS AGENCYAMERICA’S COMBAT LOGISTICS SUPPORT AGENCY
WARFIGHTER SUPPORT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT
PBL and Enterprise PBL
14 January 2015
2WARFIGHTER SUPPORT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT
WARFIGHTER-FOCUSED, GLOBALLY RESPONSIVE, FISCALLY RESPONSIBLE SUPPLY CHAIN LEADERSHIPWARFIGHTER-FOCUSED, GLOBALLY RESPONSIVE, FISCALLY RESPONSIBLE SUPPLY CHAIN LEADERSHIP
2
• Actively pursuing PBL contracts to generate cost savings and improve Warfighter support
• Working closely with Service requirements POCs
• Continue to pursue Enterprise PBL opportunities• Enterprise PBL effort with Honeywell underway
• PBL contract awarded to Boeing, phased approach• Phase 1 material availability• Phase 2 expanding to depot support• More Phases to follow (total value estimated $8B-$12.6B)
• DLA receiving more requests regarding partnering under PBL arrangements from program offices and contractors/vendors
DLA PBL Approach & Ongoing Actions
3WARFIGHTER SUPPORT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT
WARFIGHTER-FOCUSED, GLOBALLY RESPONSIVE, FISCALLY RESPONSIBLE SUPPLY CHAIN LEADERSHIP
Industry has consistently stated that DoD can save 10 to 20% by migrating to a joint PBL structure, while providing better availability and reliability
Army
Air Force Navy
PBLPBL
PBL
•Rationalize the Business Structure
•Leverage economies of scale & scope
•Garner efficiencies associated with one standard business process & one supply chain
•Move from PBL 1.0 (separate efforts) to PBL 2.0 (enterprise PBL structures that span DoD)
Leverage One Supply Chain, One Set of Rules, One Business Model, and One Overarching Public Private Partnership
Adopt an Enterprise Approach
4WARFIGHTER SUPPORT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT
WARFIGHTER-FOCUSED, GLOBALLY RESPONSIVE, FISCALLY RESPONSIBLE SUPPLY CHAIN LEADERSHIPWARFIGHTER-FOCUSED, GLOBALLY RESPONSIVE, FISCALLY RESPONSIBLE SUPPLY CHAIN LEADERSHIP
4
Honeywell EPBL Requirement Portfolio
Aviation Ground Power Unit
H-60 APU
B-1 APU & A/C Mounted
Accessory Drives
C-5 APU
E-3 AWACS
APU
F/A-18 EnCS &
Wheel and Brakes
V-22 Env Control Sys, IR
Suppressor, Valves & Avionics
Existing PBL USAF SPLS I
C-130, Ground Cart
APUs
Existing PBL Navy TLS
F/A-18 APU & MFC
P-3 APU & EDC C-2 APU
A-10 APU
F-15 Jet Fuel Starter & Acc
Drives (SPLS II)
Value Proposition Platforms / Components
CH-47T-55
Engine
P-8A Poseidon – all HON
Components
Additional Opportunities (not included in savings calculations)
KC-767 – all HON
Components
M1 Abrams Tank –
AGT1500 Gas Turbine
Engine
And associated FMS Customer orders
F-16 Turbine
Power Unit
AH-64ApacheClutch Assembly
E2/C2 ECS
Estimated value $3B-$4.5B over 10 yearsSavings estimated at 10%-20%
5WARFIGHTER SUPPORT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT
WARFIGHTER-FOCUSED, GLOBALLY RESPONSIVE, FISCALLY RESPONSIBLE SUPPLY CHAIN LEADERSHIPWARFIGHTER-FOCUSED, GLOBALLY RESPONSIVE, FISCALLY RESPONSIBLE SUPPLY CHAIN LEADERSHIP
5
Back up
6WARFIGHTER SUPPORT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT
WARFIGHTER-FOCUSED, GLOBALLY RESPONSIVE, FISCALLY RESPONSIBLE SUPPLY CHAIN LEADERSHIP
Source: The Telephone Book by Henry M. Boettinger 1977, Riverwood Publishers
Telecommunications Circa 1912
While the introduction of the telephone improved communications, multiple phone companies utilized separate lines and systems. AT&T was able to rationalize the business model,
reducing cost and improving performance.