I n t e g r i t y - S e r v i c e - E x c e l l e n c e

The Air Force Global Logistics Support Center“Global Logistics – Warfighter Focus”

AFGLSC Mission Brief

Col Jeffrey R. Sick

Vice Commander

17 Nov 09

I n t e g r i t y - S e r v i c e - E x c e l l e n c e 2

Overview

Evolution, Mission, and Focus

Campaign Plan

Supply Chain Performance

Way Forward

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Critical Need for Change

Increased Ops Tempo

Multiple Contingency

Operations

PBD 720 Manpower

Reductions

Inventory Reduction

ECSS

3

Can’t Do Business As Usual

I n t e g r i t y - S e r v i c e - E x c e l l e n c e

AFGLSC Organizational Evolution

4

Regional Supply

(2000)

LSCs

(2006)

AFGLSCBase Supply

(Prior 1998)

Incre

ase A

sset

Vis

ibilit

y—

Inte

gra

te C

AM

, E

CS

S, &

RN

I

Base Focus

Command

Focus

Weapon

System

Focus

Enterprise Focus

Co

nti

nu

ou

s P

roc

es

s Im

pro

ve

me

nt

Global ExecutionSingle

Face

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AFGLSC Process Evolution

5

From:

• No Single SCM Owner

• No Enterprise View

• Sub-optimized support

• Excessive duplication

• No standardization

To:

• Single SCM Owner

• Single Point of Entry

• Enterprise View

• Optimized Support

• No duplication

• Standardization

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Mission / Vision / Pillars

MISSION: Execute the Air Force Supply Chain by integrating Enterprise-wide planning

and strategy with Global command and control as the Single Focal Point to the Warfighter

Vision: Recognized and respected as a premier Supply Chain Management organization

through trusted support, continuous innovation and a professional, highly skilled workforce

Pillars

People Process Strategy Policy Technology

Global Logistics – Warfighter Focus

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Current Organizational Structure

7

Off Enl ANG Civ Ctr Total

67 698 105 3,195 440 4,505

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Our Portfolio

AFGLSC is Critical to Meet the Needs of an Agile & Expeditionary AF 8

I n t e g r i t y - S e r v i c e - E x c e l l e n c e

Roles and Responsibilities

9

Direct Warfighter

SupportSupply Chain Command

and Control

NWRM Control and

Facility Operations

Operations

Mission: Conduct enterprise supply chain command and

control and warfighter operational spares support

Demand and Supply

PlanningSourcing

Item Level Lifecycle

Management

Planning &

Execution

Mission: Plan and execute the AF supply chain to enable

weapon system employment when and where needed

Process & Capabilities

IntegrationEnterprise Performance

Engineering and

Technology

Strategy &

Integration

Mission: To develop an integrated set of capabilities (business

rules, processes, infrastructure/tools, compliance) required to

support the AF supply chain enterprise

I n t e g r i t y - S e r v i c e - E x c e l l e n c e 10

AFGLSC Campaign Plan

CC’s Play Book

Provides a “Single Focus”

for AFGLSC

Spans Multiple Years

Outlines Plan to Improve

Warfighter Support

Complete portfolio of

Strategic Initiatives

Continuously Managed

and Updated

I n t e g r i t y - S e r v i c e - E x c e l l e n c e

Develop and Deploy Supply Chain Measurement & Analysis Capability

Implement Customer Relationship Management Program

Develop and Deploy Supply Chain C2/Integration Capability

Develop Emerging Combat Support Capabilities

Deploy ECSS Management Plan

Define and Implement Enabling Mission IT

Define Enabling IT COOP Plan

Discover, Evaluate, and Implement New Technology

Develop and Deploy Enabling Infrastructure IT

Normalize Emerging Weapon Systems

Integrate New Classes of Supply

Define and Implement Repair Network Role

Develop and Deploy Enterprise Inventory Strategy

Execute AFGLSC Role in NWRM PIC

Implement Demand/Supply Processes

Implement Compliance Program

Develop and Deploy Enterprise Distribution Strategy

Develop and Deploy Sourcing Strategy and Supplier Management Program

Establish and Effective Enterprise Continuous Process Improvement Framework

Establish Single Face to Depot Repair Nodes

Develop Enterprise Retrograde Mgt Program

Define and Deploy SCM Risk Management Plan

AFGLSC Goals and Initiatives

Optimize Support

to the Warfighter

Execute Enterprise

Supply Chain Command,

Control & Integration

Develop Management /

Integration Strategies for

all Classes of Supply

Improve AF Supply

Chain Processes

Pursue and Implement

Enabling Technology

Develop Professional,

Highly Skilled

Workforce

11

Develop certification program with competencies, training, education, and development assignments

Align skills and personnel through accession and succession planning

Define and execute a workforce governance, cadence, and measurement plan

Create an employee recognition and mentoring program

Integrate an AFGLSC culture and wingman mindset embraced by workforce

I n t e g r i t y - S e r v i c e - E x c e l l e n c e

Tomorrow

Supply Chain Cost

Perfect Order

Fulfillment

EXPRESS

Constraints

Contract Timeliness

Time Definite Delivery

NMCS

Forecast Accuracy

Total Fleet & Asset Visibility

Demand ForecastAccuracy

12

Goal: Aircraft Availability, Reduced Cost, Customer Satisfaction

Today

TNMCS

Backorders

MICAP Hours

Time Definite Delivery

MRSP Fill

Rates

CWT

Supply Chain Performance

I n t e g r i t y - S e r v i c e - E x c e l l e n c e

AFGLSC Way Forward

13

Regional

Supply

(2000)

Base

Supply

(Prior 1998)

LSC’s

(2006)

AFGLSC

Stand-Up

(2008)

AFGLSC (P)

(2007)

ANG

Integration

(2008)

MEO/Contract

Integration

(2009)

Veh/Eq SCM

Integration

(2009)

FOC

(2011)

Begin

ECSS

(2011)

Time Now

RNI Pilot

(2010)

CSW

Stand-Up

(2004)

CRM

(2010)

SRM

(2010)

NWRM

PIC

(2010)

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“Do It Better Tomorrow Than

We Are Doing Today!”

The AF Global Logistics Support Center