LOGISTICS HUMAN CAPITAL DEVELOPMENT

Randy FowlerDAU

November 20, 2006

2

LOG HCSP Link To Other Efforts

Entry Expert

Quadrennial Defense Review (QDR)

Transforming for the 21st Century

Logistics Human Capital Strategic Plan

High Performing, Agile, and Ethical Workforce

Developing the Right Competencies

Journeyman

Supe

rior

Perf

orm

ance Performance Metrics,

Performance Management,

Performance Assessment,

Pay for Performance

Strategic Context: NDS, JV2020, QDR, Focused Logistics Roadmap

AT&L Human CapitalStrategic Plan

• What competencies are desired in future? • How to develop the next generation workforce?

3

Logistics Human Capital Strategic Planning (LOG HCSP) – Phase 1

4

* Tasks 1 and 5 tie into each other

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

*

*

**

**

Task 1

Task 2

Task 3

Task 5

Task 4

Task 6

Task 7

Task 8

DoD Logistics HCSP Project Scope – Phase 1

**

**

Option Year

526 August 2006

Workforce Categories with Present Baseline

Technical Management Support (14,000, 6%)

• Reliability and maintainability analyses

• Technical data management

Supply Chain Management (75,000, 32%)

• Integration of multiple material sources and processes to meet warfighter requirements

Operational Logistics (38,000, 16%)

• Distribution to, from, and within theater

• Includes transportation, warehousing, storage, packaging and inventory, cargo scheduling, and dispatching

Defense System Program Logistics*** (14,000, 6%)

• Planning, analysis, acquisition, sustainment and modernization

of defense system support capabilities

Maintenance Support (94,000, 40%)

• Planning and executing maintenance of defense

system equipment

± 25,000; see “Task 5 Workforce Sizing Analysis” for discussion of sizing uncertainty** Total Logistics workforce size and individual component sizes are based on existing data given by Logistics Management Institute, key Agencies and Services. Not all parties were able to contribute a breakdown of the five categories or to provide a precise picture of their Logistics workforce; therefore, one cannot assume that these figures are by all means accurate.*** includes DAWIA

The current total civil service Logistics workforce is 235,000* personnel in five functional components; below are estimates of the relative component sizes**:

626 August 2006

Future Trends and Logistics CompetenciesFuture CompetenciesKey Trends

Shifting Workforce Demographics• Aging/Shrinking workforce

•Per OPM, 60% of total Federal (and 90% of total Executive) workforce eligible to retire by 2015•Reduced DoD budget will lead to reduction of Logistics workforce

• Growing contractor workforce

• Business Acumen•CPI (Lean, Six Sigma), Financial Management

• Contracting• Management of contractor workforce, PBL

• Knowledge Management•Preserving organizational knowledge

Flattening DoD Organization• Increasing Joint Operability• Merging Logistics categories

• Joint Planning• Data Interoperability

•Operate in System of Systems•Operate in Network of Networks

• Interdisciplinary workforce•Evolution from “I” to “T” to “star”Accelerating Rate of Change in

Science and Technology• Technological change is being driven

by the commercial sector• Increased competition for US technical

students• Logistics core models are increasingly

engineering processes

• Software Engineering• Systems Engineering• Theatre Engineering

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An Increasingly Multi-Functional Work Force Will Produce the Enterprise Logistician Leaders of 2015 - 2020

“I” People – Deep knowledge, narrow expertise in functional segment, with limited knowledge of other functional segments or fields

“T” People – Broader knowledge across a field, possibly with depth in some but not all logistics segments; some knowledge of business or other fields; some development assignments and training.

“Multi-faceted” People – The “Enterprise Logistician” with expertise in many segments and knowledge of the logistics process end-to-end; business education; executive training; industry, multi-component experience.

Curren

t

Near F

uture

Far F

uture

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Top Recommendations for DOD Action

• Create a Defense Logistics University that offers a dedicated logistics curriculum and web-enabled knowledge sharing

• Improve efficiency in human capital management with investment in incentives, retention bonuses, etc. to retain the near-retirement workforce as long as possible

• Position to recruit, train, and retain a multi-disciplined workforce through deployment of initiatives such as NSPS, which provide a consistent system to plan and realize professional growth and development

• Embrace advanced technologies such as on-demand logistics and requisite tools to make full use of new technology

• Foster collaboration with the private sector to expedite adoption of new business processes and advanced technologies

• Reduce long-term liabilities (including physical assets and work associated with them) through private sector collaboration and performance based logistics to balance use and ownership and maximize flexibility

• Develop and implement a common data dictionary for the DoD logistics workforce

Modified contractor recommendations, per Exec Summary, 31 Oct 06

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AT&L Workforce Competency Management

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Roles of Competency Management

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Competency Management

System

Human Resources

System

PerformanceManagement

System

Training & Learning System

Operate from a standard, integrated human capital architecture that implements competencies as the central data set informing, human resources processes, performance management within business processes, workforce development, and institutional educational programs

Provide a common vocabulary to integrate all DoD agencies’ human capital programs

Part of integrated strategic human capital management plan

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Supporting • Workforce Planning,• Competency Management,• New Certification Framework,• Other Human Capital Initiatives

Implementing OPM Methodologies – standard, repeatable process

Phas

e II

Phas

e III

Phas

e I

Continuing Updates

Time-Phased Approach

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Competencies ImpactReadiness

Readiness Impacts Operational Mission Success

• Defining the LCL Role: Building competencies based on what field Life Cycle Logisticians do to accomplish the mission

• Planning for the Future: Providing the information that management needs to identify what are the future requirements

• Aligning Competencies to Courses: Linking the learning assets at DAU to what is needed and used to successfully perform the job

• Measuring Progress: Standard and validated criteria by which we evaluate what impact our programs have on people and performance

Life Cycle Logistics Workforce Application

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Logistics Human Capital Strategic Planning (LOG HCSP) – Phase 2

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Technical Management Support • Reliability and maintainability analyses

•Technical data management

Supply Chain Management • Integration of multiple material

sources and processes to meet warfighter requirements

Operational Logistics

• Distribution to, from,

and within theater

• Includes transportation, warehousing, storage, packaging and inventory, cargo scheduling, and dispatching

Defense System Program Logistics

Maintenance Support

• Planning and executing maintenance of defense

system equipment

• Planning, analysis, acquisition, sustainment and modernization

of defense system support capabilities

Logistics Workforce CategoriesLogistics Workforce Categories

Competencies vary by workforce category

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What Happens Next?

• Complete Life Cycle Logistics competency management process by Dec 06

• Use Logistics HCSP Phase II effort to better define broader Logistics career field competencies– Apply process similar to AT&L workforce methodology– Leverage previous and existing Service/Agency efforts– Relate strongly to Joint Logistics and other strategic vectors

• Work with Logistics senior leadership to implement CM results into future professional development framework– Training– Recruitment– Career transition– Integration with industry