1 Department of Defense Logistics Workforce Human Capital Strategic Planning 2015 FIPT 28 April 2006 Project Status Report.

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Department of Defense Department of Defense Logistics Workforce Human Capital Strategic Planning 2015Logistics Workforce Human Capital Strategic Planning 2015

FIPTFIPT28 April 200628 April 2006

Project Status ReportProject Status Report

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Project Status

Current on deliverables Achieved overall project socialization during Task 1’s agreement

over the Logistics Workforce definition and scope briefed to FIPT 28 Nov 05

Task 2: Research visits to industry and academia• Purpose is to gather information to describe the future logistics

environment and postulate the skills, education, and experience required for future workforce members

• Technical briefing outline Task 3: Setting the framework for interviews and briefings to the senior

leaders Task 5: Baseline of current logistics workforce on going

• GS & WG data completed• Military data received—missing some job series and the reserve/guard

component; awaiting updated data from DMDC

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* Tasks 1 and 5 tie into each other

** Task 2 drives Task 3, 4, and 6

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Task 1

Task 2

Task 3

Task 5

Task 4

Task 6

Task 7

Task 8

Project Timeline

Complete

In Progress

In Progress

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Option Year 1

Option Year 1

In Progress

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2006 2012 2015 2020

Task 1 Logistics Workforce

Strategic Plan Tasks 2, 3, and 4

Task 6: Define Workforce Gaps

Tasks 7 and 8: Create a Strategic Plan to Bridge the Gaps

Focused Logistics Roadmap : $60 B

Logistics Workforce Strategic Plan Timeline

22 Focused Logistics Enabling Initiatives

Option Year One

Task 5

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Lifecycle Logistics Workforce (DAWIA)*

* Agreement reached with Services/Agencies 26 Jan 06

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The Logistics Workforce includes military and civilian personnel involved in the operational availability and sustainment of defense system warfighting capabilities; executed through the integral functions of Defense System Program Logistics1, Maintenance Support2, Technical Management Support3, Operational Logistics4 and Supply Chain Management5.

1 – Defense System Program Logistics is the programmatic planning and analysis, acquisition,sustainment, oversight, and modernization of new and iterative defense system support performance and sustainment capabilities throughout the life cycle.

2 – Maintenance Support includes planning and executing maintenance, both scheduled and unscheduled, to defense system equipment.

3 - Technical Management Support includes functions such as reliability and maintainability analyses, technical data management, engineering change management, and configuration status accounting and control.

4 – Operational Logistics includes distribution to, from, and within theater of materials, support services, and personnel to sustain the force. This includes the functions of transportation,warehousing, storage, packaging and inventory, cargo scheduling, and dispatching.

5 – Supply Chain Management. Materials involved include spares, repairables, and repair parts insupport of defense systems, as well as consumable materials such as ordnance, fuel, food, clothing,and medical supplies. Functions of the supply chain range from procurement to disposal ofdefense system material, and integration of multiple material sources and processes to meetwarfighter requirements.

Note: Life Cycle Logistics Workforce (DAWIA) includes all of Defense System Program Logistics1 and parts of the remaining 4 components

Task 1: Definition of Logistics Work Force

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Task 2: Define Future Workforce Capabilities

Research visits to industry and academia• Purpose is to gather information to describe the future logistics

environment and postulate the skills, education, and experience required for future workforce members

Lockheed Martin: 4 Feb 2006 Caterpillar: 20 Feb 2006 IBM Almaden: 15 Mar 2006 University of Maryland: 8 Mar 2006 Boeing: 8 Mar 2006 Naval Postgraduate School: 14 Mar 2006 George Washington University: 13 Apr 2006 Penn State University: 24 Feb 2006 and May 2006 IBM Hawthorne Research Center: Date TBD

• Coordinating with AT&L for maximum attendance to include FIPT technical advisors

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Task 2: Technical Briefing Overview

Outline for Defining Future Workforce Capabilities• Current: Comprehensive background of DoD’s efforts to-date • Near Future: 2006 - 2012• Future: 2012 - 2020• DoD’s Transformation Factors• Future Functional Capabilities

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Task 2: Technical Briefing Overview

Current: Comprehensive Background of DoD’s efforts to-date • QDR• Focused Logistics (FL) Roadmap & Campaign Plan • FL Joint Functional Concepts• Joint Universal Task List• DAWIA I & II • NSPS• Navy, Army, USAF, and AT&L’s HCSPs

Logistician of Future, PSCM, etc.• Joint Vision 2010 FL• DLA Transformation Roadmap• Performance Based Logistics• Continuous Process Improvement• Distribution Process Owner

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Task 2: Technical Briefing Overview

Near Future: 2006 - 2012• Logistics FIPT• Maintenance Senior Steering Group• Distribution Process Owner• IBM Global Innovation Outlook• IBM Global Technology Outlook• DAWIA III• Focused Logistics Roadmap Shortfalls• Digital Deflation• Network Centric Operations• Industry Research

Caterpillar Boeing Lockheed Martin IBM Almaden and Hawthorne Research Centers

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Task 2: Technical Briefing Overview

Future: 2012 - 2020• Academic Research

University of Maryland Penn State Naval Postgraduate School George Washington University

• IBM Research for Science of Services• CIA Future Drivers

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Task 2: Technical Briefing Overview

2006 – 2020: DoD Transformation Factors• Rate of Change: Analog to Digital• Technical Refresh and Workforce Learning and Training • Increase in Number of Workforce Career Changes• Adaptive Workforce with Adaptive Capabilities• Hierarchical Personnel Structure• System Interoperability• Competing for IT Personnel• Knowledge Management• DoD’s Culture• Aging Workforce• Congressional Oversight of Programs and Budgets

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Task 2: Technical Briefing Overview

Future Functional Capabilities• System Engineering• Digital Engineering• Critical Thinking in Uncertain Environment• Operate in Network with Networks• Software Engineering• Acquisition • Contracting• Supply Chain Operations• Maintenance• Operational Logistics

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Task 3: Define Future Logistics Leadership Functional Capabilities

Task Purpose • Define knowledge, skills, experience, and abilities 2020 logistics

leadership will need to: Manage, direct, oversee, command logistics workforce to achieve 2020

logistics mission Continuously improve logistics workforce performance (incremental) Reassess logistics mission within context of 2020 environment and drivers Map out next generation of logistics mission and human capital strategic plan

• Gain insight into how those functional capabilities differ from current functional capabilities

• Explore approaches to assuring availability of qualified leaders Task Scope

• Interview current Defense logistics leadership (OSD, Departments, Agencies)

• Interview private sector logistics leaders Deliverable

• Technical Report comparing current, near future, and 2020 needed functional capabilities

Status• Setting the framework for interviews and briefings to the senior leaders

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Task 5: Baseline Current Workforce

All GS and WG demographic information received Each job series analyzed for DAWIA and non-DAWIA

population size, age, grade, retirement eligibility, and education level

• Observations DAWIA categorizations are not specific. Oftentimes information is

entered as “unknown”. For education, we asked DMDC to pull their education levels from their non-DAWIA personnel files. The same will be done for retirement eligibility.

Services and Agencies utilize job series differently; DAWIA job series utilization varies by the Service or Agency.

Awaiting military demographic information from DMDC for further analysis

• DMDC data received did not include the Guard and Reserve components and missing some career fields