Carol Conrad – OSD Project Manager Michelle Tibbitts – IBM Project Manager HCSP Update – September 13, 2007 DoD Logistics Human Capital Strategy (HCS) Logistics FIPT Update March 28, 2008

1 The DoD Logistics Human Capital vision is to develop a multi-faceted logistics workforce that will succeed in a Joint operating environment. Benefits of a High Performing, Agile and Ethical Workforce IndividualCross-functional development for more flexibility and growth Services & Agencies A DoD enterprise system to identify & utilize the desired competencies to meet mission needs Total ForceLogistics synergy to provide capabilities for current and emerging mission requirements Outcomes of a Competency-Based Enterprise Logistics Workforce Empowers a mobile workforce for flexibility to support future requirements Sustains the knowledge base Optimizes enterprise resources Provides consistent expectations and application of competencies and skills requirements Defines a common lexicon for communication across logistics workforce

2 OSD Offices CoordinationServices CoordinationIndustry Coordination OSD P&R: Ensuring Logistics HCS is in line with Dr. David Chu’s Jan 6, 2007 Memo Participating in monthly Workforce Planning and Competency-Based Management (WPCM) Working Group l Met with Ms. Pat Bradshaw to align efforts (Jan 08) Met with Dr. Carl Dahlman to align efforts (Mar 08) Executive Steering Group (ESG) Held SES-level ESGs (Oct & Dec 07, Mar 08, next one planned May 08) Cross-Service/Agency Working Group (WG) Conduct monthly meetings - next Navy/USMC: Invited to brief Naval Lifecycle Logistics Career Management Board (TBD) Briefing MCSC at Quantico (Apr 08) NDIA: On-going collaboration with NDIA parallel effort Led Panel on Future Logisticians at 24 th National Logistics Symposium and Exhibitions 2008 (Mar 08) OSD AT&L: Briefed Chief Learning Officer, Dr. Leslye McDade-Morrison (Nov 07) Identified potential to leverage existing web-based system for Leadership & Management Competencies AT&L e-letter HCS announcement (Dec 07) Joint: Briefed and participated in Joint Logistics Education and Development Forum (Jan 08) Human Capital Management for Defense (HCMD): Presented DoD Logistics HCS at the HCMD conference (Feb 08) DoD Civilian Personnel Management Service (CPMS): CPMS participated in HCS Workshop 2 and Dec ESG Participated in DoD HR Career Program Offsite (Jan 08) Defense Acquisition University (DAU): Incorporated DAU’s competency effort NDTA: Invited to be NDTA Luncheon key note speaker (TBD) Logistics HCS maintains on-going coordination with numerous efforts

3 Path to the Enterprise Logistician “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. Enterprise Logistician – Multi-faceted logistician with expertise in many segments and knowledge of the logistics process end-to-end; business education; executive training; industry, multi- component experience. Current Near Future Future > > > > > > The goal is to develop the right mix of DoD Logisticians

4 Six elements will contribute to success Logistics Competencies Senior-Level Logistics Technical Competencies Mid-Level Logistics Technical Competencies First-Level Logistics Technical Competencies Foundational Logistics Technical Competencies Task Level Logistics Technical Competencies Logistics Career Development Framework Certificate/Certification Program Logistics Career Roadmap Education, Training, and Developmental Assignments Fundamental Competencies Leadership & Management Competencies Logistics Technical Competencies Logistics Executive Steering Group (ESG) & others

5 Workforce Categories Supply Management Deployment/ Distribution/ Transportation Life Cycle Logistics Maintenance Support Industry Level I Level II Level III Level IV Level V Level I Level II Level III Level IV Level V Level I Level II Level III Level IV Level V Level I Level II Level III Level IV Level V Level I Level II Level III Level IV Level V Government Civilian Level I Level II Level III Level IV Level V Level I Level II Level III Level IV Level V Level I Level II Level III Level IV Level V Level I Level II Level III Level IV Level V Level I Level II Level III Level IV Level V Level I Level II Level III Level IV Level V Level I Level II Level III Level IV Level V Level I Level II Level III Level IV Level V Logistics Career Development Roadmap will enable the Development of the Right Mix of DoD Logisticians Military > > > > > > Level I & II Level III & IV Lvl V “I” People – Deep knowledge, narrow expertise in functional field; limited knowledge of other fields “T” People – Broader knowledge across a field, with depth in some but not all logistics fields Enterprise Logistician – Multi- faceted logistician with expertise in many fields and end-to-end logistics process Service/Agency/COCOM- Specific Competency Levels Developing the Right Mix of DoD Logisticians Logistics Management Information Systems Joint Logistics Experience

6 Logistics Workforce Categories and Technical Competencies have been defined Workforce Categories and Abbreviated Definitions: SUPPLY MANAGEMENT Includes procurement to disposal of defense system material, and integration of multiple material sources and processes to meet war fighter requirements. DEPLOYMENT/DISTRIBUTION/TRANSPORTATION Deployment/Distribution/Transportation is defined as the transportation, packaging, cargo scheduling, and dispatching of materials, support services, and personnel in response to customer requirements to move and sustain the force. LIFE CYCLE LOGISTICS Life Cycle Logistics is defined as the planning, development, implementation, and management of a comprehensive, affordable, and effective systems support strategy. MAINTENANCE SUPPORT Includes planning and executing maintenance, both scheduled and unscheduled, to defense system equipment. Workforce Competencies: SUPPLY MANAGEMENT Forecasting and Demand Planning Supply Planning Sourcing Inventory Management DEPLOYMENT/ DISTRIBUTION/TRANSPORTATION Deployment Planning Physical Distribution/Transportation Operations LIFE CYCLE LOGISTICS Logistics Design Influence Integrated Logistics Support Planning Product Support & Sustainment Configuration Management Reliability and Maintainability Analysis Technical/Product Data Management Supportability Analysis MAINTENANCE SUPPORT Maintenance Operations (includes depot maintenance) Production & Support

7 Proficiencies are aligned with outcome-based performance measures The five levels of proficiency are identified by transitional degrees of supervision Proficiency levels 1-4 are focused on functional technical expertise and as an individual transitions to Level 5 the focus changes to leadership and management An individual’s depth of expertise in a competency can be measured by how well they apply and communicate their knowledge (whether it is functional expertise or through leadership/management of a logistics community/organization). Proficiencies are “bucketed” in 6 standard “Measures of Knowledge”: 1.Use of Tools & Best Practices 2.Knowledge & Application of Policies, Standards, & Other Documents 3.Information Collection & Analysis 4.Problem Identification & resolution 5.Professional Development & Communication 6.Process/System Application, Assessment, & Integration The Service/Agency competency owners (functional proponent) may identify additional indicators that must be met under each level of proficiency.

8 Life Cycle Logistics – Logistics Design Influence WORKFORCE CATEGORY – Life Cycle Logistics: Life Cycle Logistics is defined as the planning, development, implementation, and management of a comprehensive, affordable, and effective systems support strategy. Life cycle logistics encompasses the entire system’s life cycle including acquisition (design, develop, test, produce and deploy), sustainment (operations and support), and disposal. The work translates force provider performance specifications for system operational availability and readiness into tailored product support, designed to deliver specified and evolving logistics support performance capability parameters. Life Cycle Logistics shapes all the functions of logistics into product support that spans the entire system life cycle. It extends optimal logistics support across all potential joint and enterprise-wide applications. COMPETENCY – Logistics Design Influence: Defined as the technical and management activities conducted to ensure supportability performance capabilities are considered early and throughout the acquisition process to optimize support costs while providing the user with the resources to support and sustain the system. Ensures the equitable and concurrent incorporation of specified supportability related performance, capability, design, and development criteria associated with systems design (both initial and modernization) of defense system programs. PROFICIENCY LEVEL 1: The supervisor defines the actions, work products, and processes necessary for the employee to accomplish assigned tasks. The supervisor provides direction on a daily of step-by-step basis in order for the employee to complete tasks most effectively. Progress is checked against a timetable on a regular basis. [There are no proficiencies at this level] PROFICIENCY LEVEL 2: The employee prioritizes daily tasks with guidance from the supervisor. The supervisor takes the initiative in question and answer session to ensure issues are resolved and progress is maintained. The employee seeks guidance as appropriate on key issues. PROFICIENCY MEASURES OF KNOWLEDGE Use of Tools and Best Practices Knowledge and application of Policy & Standards & other documents Define the roles of other functional disciplines and stakeholders in satisfying user requirements Explain logistics design influences: Designing for Support/Supportability and Reliability, Availability & Maintainability (RAM); Human Systems Integration (HSI); Environmental, Safety, and Occupational Health (ESOH); and Integrated Product and Processes Development (IPPD) ) & Evolutionary Acquisition Strategies Information Collection & Analysis Problem Identification & ResolutionIdentify system specific performance capability requirements such as diagnostics, prognostics, and other condition based maintenance performance requirements Collaboration, Partnering, & Relationships Process/System Application, Assessment, & Integration PROFICIENCY LEVEL 3: The employee takes the initiative, follow the work plan, check progress against objectives, and report any deviation to the supervisor. The employee works effectively and efficiently without constant checking by the supervisor. The employee seeks guidance as appropriate on key issues. PROFICIENCY MEASURES OF KNOWLEDGE Use of Tools and Best Practices Knowledge and application of Policy & Standards & other documents Apply logistics design influences: Designing for Support/Supportability and Reliability, Availability & Maintainability (RAM); Human Systems Integration (HSI); Environmental, Safety, and Occupational Health (ESOH); and Integrated Product and Processes Development (IPPD) ) & Evolutionary Acquisition Strategies Incorporate diagnostics, prognostics, and other condition based maintenance performance requirements Information Collection & Analysis

9 Current Focus for the Logistics HCS effort HCS WKG currently populating the Education, Training, Developmental Excel mapping tool – Mapping Education, Training and development opportunities to Competencies/proficiencies Look at Leveraging opportunities of existing enablers from Services – Air Force Sustainment Curriculum Portfolio (SCP) Database – Army Career Tracker (ACT) Address gaps in training, education, developmental assignments, and mentoring opportunities Fill gaps and address future needs – Coordinate with Service schools at all levels for both military and civilian – Coordinate with public/private academic institutions that have logistics and industrial specialist programs

10 Next steps for the Logistics HCS Coordinate with NASA and GAO on their existing Competency Based frameworks to identify leveraging opportunities Develop Logistics Career Development Framework (LCDF) Develop Logistics Career Development Framework (LCDF) Assessment Process Identify Organization(s) for piloting LCDF Develop Pilot Implementation Plan

11 The QDR Vision is becoming reality Quadrennial Defense Review (QDR)  Competency-Based Planning  Performance-Based Management  Opportunities for Personal Growth AT&L Human Capital Strategic Plan  Goal 1: High Performing, Agile and Ethical Workforce  Goal 4: Cost- Effective Joint Logistics Support for the Warfighter DoD Logistics Human Capital Strategy  Defined Logistics Workforce Categories  Assessed Future Logistics Trends DoD Logistics Human Capital Strategy  Defined Logistics Competencies  Developed Logistics Proficiencies  Developed Human Capital Strategy Vision  Implement LDCF across DoD Logistics Community  Identify Training, Education, and Developmental Assignments and Assess Gaps to Meet Future Requirements  Develop Logistics Career Development Framework (LCDF) Assessment Process  Identify Organization(s) and Plan for Pilot LCDF Implementation

12 People are our priority A P owerful Logistics Career Development Framework to E nable the O ptimization of P eople & the L ogistics E nterprise