Professional Documents
Culture Documents
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What I Want To Leave You With Thanks For Taking Time To Visit
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A Decade at War
Adapting and Transforming Looking Forward to Your Thoughts
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Approx 1/3 of our leadership have turned over (yellow) or are scheduled to turn over (green)
Takeaway: New faces, new place, new facilities ... same dedication and professionalism
GEN Dunwoody
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As of 1 June 2011
BG John Wharton
Military Surface Deployment & Distribution Command MG Kevin Mr. Mike Leonard Williams
JM&L LCMC
BG Gus Perna
AMC Band
CW4 Peter Gillies
MG Yves Fontaine
Civilian 0 | Military 31
CECOM LCMC
MG Randy Strong Mr. Ed Thomas
AMC SWA
BG Jesse Cross
Research, Development & Engineering Command MG Nick Justice Mr. Gary Martin BG John McGuinness
Facer - Priorities
Continuous process of reviewing/updating priorities
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GEN Dunwoody
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Priorities
SecArmy Top Priorities
1. Ensuring a Highly Capable Force within Fiscal Constraints 2. Transforming the Institutional Army 3. CSA Transition 4. General Order #3, HQDA 5. Accountability 6. Army Modernization, Equipping & Continued Reset 7. Quality of Army Life 8. ANC Follow-on Actions 9. Energy 10. POM 13-17 Development
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As of: 11 April 2011
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GEN Dunwoody
A Decade at War . . .
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In the past decade, Americas Army has been challenged and prevailed in some of the most daunting tasks in the history of our military.
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Facer . . . In a Tough Distribution Environment . . . In a very demanding environment not just today but for future missions Truly a "ground" operation Political environment, border delays, attacks, dependence on foreign carriers and weather - all make for an uncertain distribution environment Takeaway: Mission success despite all the challenges
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LTG Via
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Attacks Border Delays Weather Political Unrest Expanding Militancy Host Government Rule Uncertainty Economic Issues Labor Issues
Visibility Issues
Road Conditions
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Emergency Rations
Logistic Support Haiti - Hurricane Haiti Earthquake Chile Earthquake Pakistan Floods . . . And Now Japan
Water Purification
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Mortuary Affairs
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Takeaway: With experiences of the past decade, confident we can overcome the challenges of the next decade
LTG Via
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Revolutions
Autocratic Subversion
Terrorism
Regional Instability
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Extremism
Political Unrest
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Newport, IN Crane, IN
Sierra, CA
Ft. Belvoir, VA Concord, CA Ft. Huachuca, AZ McAlester, OK Closing Realigning - Loss Red River, TX Lone Star, TX Ft. Sam Houston, TX Corpus Christi, TX Milan, TN Anniston, AL Langley, VA
Ft. Eustis, VA Ft. Monroe, VA Bluegrass, KY Shaw AFB, SC Stennis Space Center, MS Ft. McPherson, GA Ft. Gillem, GA
Realigning - Gain
*Center of Gravity
Involves half of all US States One out of every six AMC employees affected (approximately 11,000) More moves and more people affected than any other Army organization
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*Redstone Arsenal, AL
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For some folks the first lifetime PCS (97% civilian + 3% military
Deliberate process orientation briefs, sponsorship, etc. Also taking care of those leaving AMC/Army Facilities = Economy of Force (no caf/gym/auditorium) Currently in 31 Temp facilities
Mr. Marriott
A Time of Transition
Personal Move
Home Hotel Apartment Home
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AMC HQ Belvoir
School Year
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GEN Dunwoody
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2009
Sep 2009 USASAC at RSA Oct 2009 R2TF FOC
2010
Sep 2010 Operation New Dawn Jan 2010 Haiti Relief Support Oct 2009 Special Installation Pilot Oct 2010 CONUS DOLs OPCON to AMC
2011
Apr 2011 Oct 2011 LMI/LIW Fleet Management Full Scale Pilot Expanded FOC
Enterprise Centric
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Fiscal Realities
Korean War Vietnam War Height of the Cold War Future Unknown 9/11
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End of WWII
We have gone 0 for 4 in managing the draw-downs to date. We cannot afford to go 0 for 5.
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Ms. Gerton
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Institutional change is about doing things better, doing them smarter and taking full advantage of the progress, technology, knowledge and experience that we have available to us.
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Ms. Gerton
Unity of Effort
Materiel
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Readiness
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We dont like to get rid of anything (just might need it) Very expensive no longer affordable
GEN Dunwoody
Why Adapt?
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WWI
WWII
Korea
Vietnam
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Desert Shield/Storm
2011
An Unaffordable Approach
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Multiple Piles
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Non-Standard Equipment
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If youre the customer, who you go to depends on what you need and
when you need it
Multiple Managers
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Army Commands
Medical Command
Program Managers
Reserve Components
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Own resources
Inventory o Repair parts
o Tools
o Equipment Optimizing repair capabilities is complex
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Depots/Arsenals
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CIF-ISM AWRDS
LMP MENS-E
SAMS-IE
SAMS-E
PBUSE
TEWLS WMMS
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TAMMIS
SARSS
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GEN Dunwoody
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22 March 2011 I am designating Commander, U.S. Army Materiel Command (USAMC) as the Armys LMI with the mission to synchronize the distribution and redistribution of Army materiel in accordance with Department of Defense and Army directives and priorities. John M. McHugh
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22 March 2011
I am directing the Commander of U.S. Army Materiel Command (USAMC) to undertake the task of creating a repository for Army logistics data that will provide a single, common location for all Army materiel stakeholders to access, acquire and deliver data and information for managing Army materiel. John M. McHugh
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Multiple Managers
US Army
Materiel Command
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BG Layer
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BG Layer
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Ms. Gerton
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Efficiencies Directive
Mission: Conduct a review to create a more agile and cost effective research, development, and acquisition system by analyzing work flow and optimizing organizations, processes, and procedures to support the work.
Key Tasks 150 day review Save $3B annually by the end of 2015 Deliberative approach to process and cultural transformation Optimize PEO and AMC responsibilities
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More efficient, effective, and agile and free-up resources to build the Army of the future.
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Takeaway: Hard Issues that have impacted how we operate for years
Ms. Gerton
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2. Process inefficiencies, to include multiple layers of management result in reduced effectiveness and efficiency; leads to increased: throughput time, cost, and distance from customer.
3. Army research strategy that lacks Army-unique focus results in ineffective use of available research $ and insufficient transition to development programs. 4. Capacity of depots, arsenals and storage plants difficult to synchronize with Army OPTEMPO resulting in over/under capacity and lagging response.
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What We Found . . .
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Takeaway: These environmental issues are the root cause of the majority of the current issues we currently face and will be the most difficult to address / resolve
Ms. Gerton
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5. Lack of consensus on organizational roles, missions, and functions combined with misalignment of authority, responsibility, and accountability result in multiple faces to Soldier, unnecessary overlap, tension among organizations, and competing objectives. 6. Lack of trust leads to redundancy within and between AMC & ASA(ALT) resulting in increased cost and unnecessary competition.
7. Lack of enterprise-level incentives and governance results in overlap, duplication of investments, lack of strategic focus, inefficient enterprise management and sub-optimal materiel solutions.
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What We Found . . .
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Ms. Gerton
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1.
2.
3. 4.
X X X X X X X X X X
X X X
5.
6. 7.
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Takeaway: Never had funding visibility to this level before and we need to change our funding flow / processes
Ms. Gerton
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Technology Development
II
MS B
MS C
Disposal
PEGs
EE
OO
$415M
AMC Funding Source PEO/PM Funding Source Funding Receiver Program Eval Group (PEG)
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$2.52B
$295.7M $19.2M $10.3B
RDTE
OMA
AMC OMA
$2.5B (Base) $8.9B (OCO) Repair/Reset
AMC Proc
$415M (Base)
Legend
RDT&E Procurement OMA Other
$1.2B
ASA(ALT) PEOs/PMs
RECAP
LOGSA
Data Whse Acq Suppt Sust Suppt Analysis
ATEC
DT/OT Prod Testing Stockpile Testing
PM Support Contracts
SETA Products Services
PM Prime Contracts
Development Procurement Support Engineering Services
$11.4B
Other AMC Customers Other Army ($8.7B) Other DOD ($1.9B) Other US Gov ($110M) FMS ($421M) All Other ($264M)
Summary: ASA(ALT) Base = $27.7B AMC Base = $5.4B ASA(ALT) OCO = $20.7B AMC OCO = $8.9B AMC Other= $11.4B TOTAL= $74.1B
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Ms. Gerton
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High
8
9
11 12 13 14 15 16 17 18 -
Medium
10 -
$ Benefit of Implementation
High
Med
Low
Low
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Confidence Level
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Low
High
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Ms. Gerton
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High
1 2 3 4 5 6 7 8 9
Virtual IMMC Dr. Braverman Right-size Organic IB OCIE (CIF) Reduction CBM+ Converge RDA Next Gen S/W Field Support Lead Materiel Integrator (LMI) LAISO Lab Reorg Consolidate TMDE Spt Logistics Innovation Agency DA Staff Redundancy (Reduction) PEO Aviation Redefining Generating Force Consolidation of Contracting Decker Wagner
$ Benefit of Implementation
3-4 3-7
5
Medium
8 9
10
11
12
13 14
High
Med
Low
Low
15
16
17
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Confidence Level
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Low
High
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Ms. Gerton
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Sub Issue
Process Concept
Alt. Matrix Mgt Model (FFRDC) RDE AWCF All Reimb. to be under AWCF Provide SS PEG $s to PEOs Establish LC Mgt PEG ARL Direct Funding
How Process Change (e.g., reqd change in Addresses Sub-issue org structure)
Provides caps on what is in Limits matrix mgt O/H overhead
Org Impact
Annual Savings
($ Millions )
TBD
Puts matrix mgt under small office to min O/H Provides traceability for reimb. Provides traceability for reimb. Provides stronger traceability of funds Provides coherent approach during programming process Would focus ARL research efforts Provides better financial accuracy, trace. of workld & reduced redund. trans. Provides traceability for reimb. If fully implemented and enforced, concept designed to directly address issue
Supports financial None (note: excludes 6.1/6.2) None accountability system Supports financial accountability system, but None TBD goes beyond materiel issues Would program & execute OMA by wpn sys
None
TBD
Merging of EE, SS, and All program LC funding programmed from single PEG part of TT PEG ARL would not be allowed to accept reimb work Electronic contracting provides direct feeds to std financial systems LMP system includes time and attendance reporting linked to workload Fully commits / enforces corporate ERP solution and max divestiture of legacy systems Need to assess impact on SLAD None
Minimal
TBD
Accounting system does not provide visibility into work funded and accomplished
Not taking advantage of full ERP capability via unauthorized workarounds causes inability to divest legacy sys & realize ROI via reduction of staff
Virtual Contracting
RDE AWCF
Minimal
None
$10-$100sM
(initial est.)
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Takeaway: On track
Ms. Gerton
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Time Line
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AAE / DUSA Update (26 May) SA Update (19 May) AAE / DUSA Update (11 May) DUSA / MECC IPR #1 (27 Apr) VCSA Update (22 Apr)
35 Days Remaining
AAE IPR #2 (12 Apr) AAE IPR #1 (1 Apr) CG Update #2 (31 Mar) CG Update #1 (25 Mar)
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On Track!
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Changing the channel quickly talk about changing the way we do business Process used to be slow & cumbersome more streamlined now Tremendous growth in FMS sales 300% cumulative increase Takeaway: Supporting the COCOM Cdrs
BG Tucker
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COUNTRIES: 22 CASES: 1720 VALUE: $87.7B COUNTRIES: 30 CASES: 444 VALUE: $2.7B
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Mr. Parsons
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General Order #6 Gansler Report, Oct 07 Establishment of Army Contracting Agency, Oct 02
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Mr. Parsons
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INCREASING COMPLEXITY
Impact: Supports systems acquisition, sustainment, training, mission and installation missions, and worldwide expeditionary operations (108 in FY10)
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Mr. Parsons
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$132B
$35B
Gulf War I
Gansler Report
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Mr. Parsons
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Key Takeaways
Contracting must become an Army core competency Contract dollars as percent of DoD outlays declining slightly, but will remain higher than pre-Gansler levels As budgets decline, we need to become better and smarter buyers Need the right number of people (mil and civ), with the right skill sets, at the right place Now is not the time to be penny wise and pound foolish
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Progress . . . 2007-2011
2011
Way Ahead . . .
Old Ammo Plant Facility GOCO = Government Owned, Contractor Operated AWCF = Army Working Capital Fund
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Portfolio Review Address Quality of Work Environment Special Installation Transfer Investment Needed: PAA: $150M annual + $50M for QWE for 6 years MCA: $350M per year for 15 years
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Mr. Dwyer
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Provide mature plan with associated timeline that solves the problem in UNCLASSIFIED 5-7 years vs 24-30 years (VCSA Guidance) 43
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Mr. Dwyer
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GEN Dunwoody
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Defense
Recognized Supporter 7 Army Acquisition of Historically Black Corps Awards Colleges and Universities (HBCUs) ACC recipient of the 2011 CIO 100 SHINGO Awards 6 Value Engineering Awards
Army Greatest Invention Awards Decoration for Exceptional Civilian Service Awards
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LSS Awards
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BACKUP
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Sites (Owner)
Cumulative Processed
Operations Complete *
Deseret, UT (CMA)
Actual
13,617 13,599 Feb 12
25,015
FY15
Anniston, AL (CMA)
FY14
2,254
2,249
Aug 11
22,557
Umatilla, OR (CMA)
GB, VX, HD, Rockets, Bombs, Mines, Projos, Spray Tanks, TCs
GB, VX, HD, HT Rockets, Mines, TCs
FY13
3,720
2,947
Nov 11
Pine Bluff, AR (CMA) Blue Grass, KY (PM ACWA) Pueblo, CO (PM ACWA) Legends: = Operational
CLOSING
3,851 N/A N/A
3,851
Nov 10
Scheduled
17,642
20,100
FY12
N/A
N/A
N/A
= Campaign Completed *Earliest Credible Planning Date
N/A
2007
15,184
14,739 FY07 Goal Actual
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Bar Graph Green Bar = Actual Demil Yellow Bar = APB FY Goal Gray Bar = Projected APB
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If you dont like change, you will like irrelevance even less.
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People
0 1 0049 50 499 500 4999 5000 +
Primary AMC Locations
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Including 3,868 HMMWVs, 1751 Bradleys, 1525 Trucks and 491 Trailers
Increase from 3135 vehicles in 2008 to over 10,000 Combat Vehicles and related equipment today including 1941 Tanks, 7731 APCs and 133 Howitzers
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