Defense Logistics AgencyDefense Logistics AgencyDLA_ec8e576c-e499-4371-93d1-38559e0d8c9eExtending the Enterprise Forward to Meet the Needs of the Warfighter ... Right Item, Right Service, Right Place, Right Price, Right Time. . . Every Time_a90294ad-8ef7-48bf-823e-f0b86057168cTo Provide Best Value Integrated Logistics Solutions to America’s Armed Forces and Other Designated Customers. . . in Peace and in War . . . Around the Clock, Around the World_fb9f5ab1-dfe0-4aeb-90c8-3272e9cd6842SERVICEOur commitment to warfighter successPEOPLEOur greatest resourceEXCELLENCEQuality in everything we doINNOVATIONPreparing to meet future needsTRUSTOur standard in every relationshipWarfighter PotentialsMaximize warfighter potential by extending the Enterprise to provide worldwide response and integrated, best value supplies and services consistently to our customers._60d2b10a-503a-4181-a68d-e26dbff01a791As a Combat Support Agency, DLA’s mission is to provide logistics support to the warfighter. DLA’s first and most important goal concerns the outcome for our customer. The strategies and objectives under this goal communicate how DLA will improve customer service and the level of service we have targeted to deliver. DLA aims for logistics excellence.AlignmentAlign personnel, organizational responsibilities, and capabilities to support warfighter needs (e.g., Forward/Deployable Distribution) by FY13. (J-3/4)_73370ec4-4b42-40af-9375-fe8525cc270eC1a Operational/Tactical SitesEngage in Retail Integration Strategy planning for service operational/tactical sites in FY08 through FY13. (J-3/4)_4dd8141a-afdf-49bf-9d4d-a92d7616cce0C1bIndustrial SitesImplement the Retail Integration Strategy at service industrial sites, achieving savings and efficiencies in personnel, space, and inventory as required by Base Realignment and Closure (BRAC) law, no later than the end of FY11. (J-3/4)_b72a6a52-81bd-41fb-9db2-6e148bd65aeaC1c Procurement and Consumable Item ManagementImplement an integrated new Depot Level Reparable (DLR) procurement and consumable item management process supporting all service requirements by FY11. (J-7, J-3/4)_118e12ac-db97-477f-930c-5634a5220b39C1dPersonnel DeploymentDeploy DLA personnel forward to the service industrial/Major Command sites to work jointly to establish effective transformation efforts and readiness processes by FY11. (J-3/4)_9e1abc8a-c330-4327-bf8b-2d2ae52716bbC1e Distribution NetworkComplete the redesign of DLA's CONUS distribution network by creating multiple CONUS support regions, each with a Strategic Distribution Platform (SDP) and one or more Forward Distribution Points (FDP) by FY11. (J-3/4)_75ddb1e0-48ce-4efb-89b3-65bcb9972e67C1f PrivitizationEffectively manage BRAC-directed privatization for tires, packaged petroleum, and chemicals to achieve assigned goals by FY11. (J-7)_704a9b92-7997-4a26-909f-ed8ddbd4a414C1gWarfighter PartnershipsStrengthen effective strategic partnerships with the warfighter by FY07. (J-3/4)_073db114-6ce1-4b8a-af98-c2bc2b13654cC2a Logistics Products and ServicesProvide value-added logistics products and services (e.g., kitting, integrated services, etc.) by FY11. (J-3/4)_2ea30674-9c4a-46ba-885d-a6c242c69f8cC2bSolutions and CapabilitiesTranslate customer needs into actionable solutions and develop identified capabilities needed to meet warfighter requirements by FY08. (J-3/4)_0ab6d623-1bd6-4581-bf46-6b2ba932f691C2cPerformance-Based AgreementsExpand performance-based agreements with the military services to support the BRAC decision to transfer the procurement management of Depot Level Reparables to DLA by the end of FY07. (J-3/4, J-7)_1bdd3301-4aa5-40cd-b612-c67da7c850e1C2dDisposal Operations CurriculaInsert and enhance disposal operations content into the curricula of all the services’ logistics schools by the end of FY08. (DRMS)_41168396-5cdd-4217-baff-a1bf6a16f215C2e Property ReutilizationImprove percentage of reutilization of condition code A (serviceable-issuable without qualification) property to 30% by the end of FY13. (DRMS)_b30827f7-3a6e-4896-9835-d7889454b806C2fPerformanceContinuously improve DLA performance through the development of better processes and business arrangements that reduce cost, increase logistics capabilities, and link customer demands with our supply chains._48028e24-d90a-4d76-a8b6-9aca1758a59d2This internal process goal results in strategies for improved market knowledge, customer and supplier accessibility, and collaboration. Supply chain management practices provide the set of tools to manage our internal processes. Our focus on supply chain management and information technology (IT) investment objectives provides the supporting performance targets to achieve this goal.Weapon Systems LogisticsDevelop and implement a comprehensive weapons systems logistics support strategy by FY12 to align supply and demand decision-making processes. (J-3/4)_11594dbf-4906-4c7d-b5a1-788354c3582eIP1aTransfer of Procurement and Support FunctionsComplete the Depot Level Reparable procurement and related support functions transfer from the military services to DLA by FY11. (J-7, J-3/4)_1097e8e3-017a-46fb-ad85-a8ed834e8d17IP1bStrategic ArrangementsDevelop and implement 20 strategic arrangements (i.e., Supply Chain Alliances, Performance-Based Logistics partnerships, and joint DLA/military service contract actions) between FY07 and FY11. (J-7)_e4b7acab-60c2-4689-bcf2-492d66a3fcb1IP2aTransportation CoordinationSupport implementation of the Defense Transportation Coordination Initiative and associated business process improvements by FY09. (J-3/4)_c9a208b8-aea1-4dc9-a976-f043fad20c67IP2bPartnershipsUtilize business partnerships to deliver comprehensive disposal services, to include reuse of excess property, to support the forward deployed warfighter through FY13. (DRMS)_d460ab5d-9ecc-42aa-af31-fc95f01855d9IP2cPublic/Private CompetitionsReduce costs through public/private competitions maintaining equal or better mission performance by FY13. (J-7)_7dae100f-9fed-4808-8e9a-4af875d30e4aIP3aReengineering and Continuous ImprovementUtilize continuous process improvement methodologies to reengineer internal processes through FY13. (all J codes and field activities)_c4e4197a-f62d-48c5-82aa-3e9bda6ac0f6IP3bInnovationEstablish a common approach to encouraging and empowering innovation throughout DLA, resulting in new business models and/or improved business practices that can be deployed across the Enterprise through FY13. (all J codes and field activities)_9c7a5188-fa29-4745-8ffd-ef5efdbd1f8fIP3cProduct and Reliability ImprovementsDevelop a program for continuous product and reliability improvements as a follow-on to reengineering efforts by FY11. (J-3/4)_ddc71b63-81dd-4f12-a8b6-c9fccd3c7423IP3dLean/Six Sigma ReengineeringImplement Lean/Six Sigma to reengineer BRAC-associated processes in order to achieve projected goals in reduced cycle time, costs, and quality by FY08. (J-3/4)_b4fca917-7559-4e5e-9d90-1abd41751447IP3eInformation System FusionFuse DLA information systems with logistics and operational systems belonging to the services, Combatant Commanders, customers, partners, and the industrial base to provide data in standard formats from shared authoritative sources to achieve a Common Operating Picture (COP) by FY10. (J-6)_f1cb59af-803a-49b5-8618-b31a9684ac74IP3f Acquisition OversightMaintain and enhance acquisition oversight programs to ensure integrity throughout the acquisition process through FY13. (J-7)_dba6cefc-6d28-4789-bcf2-d7c546ea69b0IP3gOperational/Process Transactional ExcellenceAchieve and maintain Operational/Process Transactional excellence through FY13. (J-3/4)_13a6d88c-1911-43cf-a023-060374bc595cIP4aS&OP, SCI, and Demand CollaborationLink demand and supply using the Sales and Operations Planning (S&OP), Supply Chain Integration (SCI), and Demand collaboration processes through FY13. (J-3/4, J-7)_1502e729-0865-420c-adaa-09993c806e8cIP4bExecutive Agent DesignationsFully implement the responsibilities associated with DoD’s Executive Agent designations for assigned supply classes by FY12. (J-3/4)_e2226e04-7a9c-471a-9b42-6c5667a1fcd7IP4cSPO DesignationSeek Supply/Sourcing Process Owner (SPO) designation. (J-3/4, J-5, J-7)_57580ca7-3934-46bf-bacb-3c8b91a0875eIP4dProactively influence DoD and commercial sector IT-related deliberations/priorities and optimize utilization of emerging commercial and public sector IT capabilities to help DLA enhance and further transform its business processes through FY13. (J-6)_8c5bdb2e-b287-49b5-9323-e3caecf5e585IP5aERP, BSM, and BRACExtend and enhance the Enterprise Resource Planning (ERP) system introduced via the Business Systems Modernization (BSM) program, in response to business requirements such as enterprise operational accounting, energy supply chain management, enterprise procurement, and BRAC, resulting in a single integrated enterprise business system by the end of FY10. (J-6)_cc514d07-a253-4093-98fb-9b2e077bf886IP5bData SecuritySustain a secure operating data environment for DLA systems, networks, and web sites by: ensuring 95% of DLA systems are certified and accredited in accordance with DoD policy; ensuring 100% of Joint Task Force - Global Network Operations (JTF-GNO) taskings are completed on schedule; and implementing the full requirements of DoD Directive Manual 8570.1-M, IA Training, Certification and Workforce Management Policy, at DLA by the end of FY10. (J-6)_686662c8-32f0-4953-ad4a-fb8509a5df45IP5cIDE and GTNPartner with United States Transportation Command (USTRANSCOM) to converge DLA's Integrated Data Environment (IDE) and USTRANSCOM's Global Transportation Network (GTN) by the end of FY09. (J-6)_0a0dcfbe-8535-4d83-9456-bff73643b14aIP5dProcurement ITInstall a Depot Level Reparable procurement IT solution for DLA Procurement Management detachments at the military services' sites by FY10. (J-6, J-7)_c609ed7b-0914-4aa0-a5c6-15299e57043aIP5eStandard IT CapabilitiesDevelop and implement standard sets of IT capabilities for use by DLA personnel that are forward-deployed with the warfighter and/or collocated with DLA customers. (J-6)_5edc6605-72c5-44dc-a6ea-865c06e88cb6IP5fInfrastructure OptimizationOptimize DLA's existing infrastructure to enhance operational efficiencies by FY13. (DES)_23a9f410-565b-4c9c-9068-4c0f941c566aIP6aInfrastructure Capabilities AssessmentProvide capabilities assessment of DLA infrastructure by FY08. (DES)_1bb12d8f-393a-4ba9-bb6e-0bace704751fIP6bInfrastructure Funding Program for full funding of maintenance, restoration, modernization, operation, and disposal of existing and forecasted infrastructure by FY13. (DES)_6e9d1f02-20f7-46d1-b975-e4d7d58e5e72IP6cEnvironmental Management StudiesPartner with military services on two pilot studies demonstrating the use of DLA products and services to meet customer Environmental Management System objectives by FY09. (DES)_512d7ac8-5dfa-4d74-bc55-74b79c7d4bd9IP7aEnvironmental ObjectivesAssist customers in meeting environmental objectives by achieving a 25% increase in offerings of products and services by FY11. (J-3/4, DES)_2feadf68-216e-4687-94de-5e878562ef66IP7bWorkforceEnsure a diverse, enabled, empowered, and motivated workforce that delivers and sustains supply chain excellence._2d006b17-88cb-49ef-afd2-1f4ed0b533823DLA’s success depends on its human capital. This goal focuses on the strategic management of our human capital. Our workforce must be properly staffed, possess the right competencies, and use knowledge-based skills for DLA to successfully perform its mission. DLA must nurture and sustain a high-performing workforce, ensuring that no skill gaps exist in our mission critical occupations. This goal encompasses investing in the workforce and implementing a strategy to retain and sustain a highly skilled and competent workforce. We foster a positive work experience by promoting equal opportunity, providing and maintaining a safe work environment, fostering self-respect, valuing individual and team contributions, and taking pride in our workforce diversity.Capability ManagementImplement a comprehensive capability management program - to include competency modeling and gap analysis - focused on Business Systems Modernization occupations by FY07 and on other key occupations by FY09. (J-1, J-6)_e2c2a76f-e14b-4e68-8aa4-af2fec174c68LG1aWorkforce AnalysisEstablish a workforce analysis process to guide recruitment strategies by FY08. (J-1)_339c3706-4c7e-486d-89df-d281a279dc9eLG1bLeadership CapabilityDesign and implement an expanded leadership capability program that identifies, develops, and enhances diverse, well-qualified talent for current and future logistics excellence by FY07. (J-1)_f5bbf6a2-5b94-4338-9874-2f22cb005551LG1cNSPSPrepare the DLA workforce for implementation of the National Security Personnel System (NSPS) by FY08. (J-1)_037bac4c-e0a9-48ce-9da2-ba5a70dfc4eaLG1dImprovement OpportunitiesDesign and implement initiatives that address improvement opportunities revealed by the employee attitude and perceptions surveys by FY08. (J-1)_be41518b-4988-4fb5-8fd2-a5b24cf43be7LG2aMulti-Source FeedbackDesign and develop solutions based on analysis of results of the administration of the Multi-Source Feedback tool to improve leadership performance by FY07. (J-1)_6ad50163-a7ac-48bf-825d-6c1bc5b4a104LG2bChange Management Toolkit and PoliciesImprove the capacity to change throughout the Enterprise by developing and implementing a practical change management toolkit and revised change management policy by FY07. (J-1)_aa9198f8-2e19-4be1-aeb6-72fb8110e30aLG2cEnterprise Action PlanningDevelop an enterprise approach to action planning to improve corporate culture by FY07. (J-1)_d0c3a24a-cc16-419b-a95c-93ccccac05efLG2dHuman Capacity Process AlignmentAlign agency human capital processes to support extension of the Enterprise closer to the warfighters by FY08. (J-1)_a722e424-93f9-4e4a-a19d-fd70301c62e8LG3aDiversity in Employee Recognition and DevelopmentEvaluate the diversity of employee participation in recognition and development programs to identify gaps and develop action plans by FY08. (DO, J-1)_6c08c132-1727-4fbe-9b32-9407c62cc914LG3bHispanic RepresentationEnhance recruitment and retention efforts to improve overall Hispanic representation by FY08. (J-1, DO)_1e3dd86c-f3ad-4b80-97d2-c1ef307ffcd5LG3cPeople with DisabilitiesSurpass the DLA goal of 3% representation of people with targeted disabilities within our workforce through enhancement of recruitment and retention efforts by FY13. (DO, J-1)_62b98538-ea0e-4227-b29e-8be5cfcdec65LG3dLost Work Day ReductionReduce lost work days 75% from the 2002 baseline by FY09. (DES)_cfadcaf6-eefc-4731-af73-a2945ce0bff1LG3eCustomer ValueManage DLA resources for best customer value._5f55741c-af0d-4b01-9cf0-7559d525a2254Focusing on the financial goal will sustain the strong financial discipline required to ensure effective financial planning and management in DLA. The strategies and objectives associated with this goal allow DLA to provide best value to DLA customers. Accurate forecasts strengthen DLA’s ability to project and support requirements and plan for the resources needed. Better supply chain cost decisions result in better management of our resources. DLA’s ability to demonstrate audit readiness in FY09 will provide assurance to DLA management and stakeholders that our financial management systems produce relevant, reliable, and timely information.New Products and ServicesDevelop and recommend strategies for adapting DLA’s financial management to support the addition of new product lines/services by the end of FY07. (J-8)_743b3a51-ece8-46be-b4c9-8bb1b3ed08fdF1a Strategic ProgrammingProgram 100% of the initiatives that support strategic plan objectives in the Program Objectives Memorandum for each Future Year Defense Program (FYDP). (J-8)_f5576f68-d652-406d-85b5-757bb8e58987F1bNon-Energy Cost RecoveryDecrease DLA’s non-energy cost recovery rate, based on the cost of operations, to 11.9% by FY13. (J-8)_1221a813-3075-47bb-8316-f0a7afc84ca5F2aEnergy CostEnsure DLA’s energy non-product cost per barrel will not exceed $10.26 by FY13. (J-8)_09d7b614-cb84-4ced-b29f-20a699cd43bfF2bDistribution CostEnsure DLA’s distribution composite unit cost rate will not exceed $24.55 per line by FY13. (J-8)_bf1ef33a-901a-4942-8abc-503558ef59bfF2cAccounting and System RequirementsDevelop and implement the automated systems, business processes, and controls needed to comply with federal accounting and system requirements, and demonstrate that DLA is ready for an audit of its financial statements by FY09. (J-8, J-6)_7cf1b0f2-d0f1-4541-9898-25818365a322F3a2007-10-012013-09-302010-02-08http://www.dla.mil/library/StratPlanFeb2007.pdfArthurColman (www.drybridge.com)colman@drybridge.com