1. USSOCOM J41 FY 19 DPAS STANDARD INBRIEF
MAJ Jenn McIntyre, HQ USSOCOM/J41,

2. Agenda Why DPAS? Property & Inventory Accountability
Enterprise Approach (swim lanes)
Enterprise Approach – POAM
SOCOM Warehouse Structure
Implementation Timeline
Checklist Example
Observations
Questions

3. Why DPAS?

4. 16 Points of Why
Name, part number, description (noun, nomenclature), model number, serial number, and national stock number, if known
Owner (both the accountable and custodial organization)
Status (e.g. active or inactive (retired), staged, stored, in transit, transferred, declared excess, awaiting disposition, dispositioned)
Quantity (e.g. received, fabricated, issued, and on-hand) and unit of measures
General ledger classification (e.g. general equipment, loaned or leased, or a means to apply business rules for making such a determination)
Value at full cost and depreciation information, if applicable; or original acquisition cost if the property does not require capitalization
Estimated useful life (years or activity based for capitalized property)
Unique item identifier (UII) or DoD recognized IUID equivalent as defined in DODI
Date placed into service
Location (e.g. DoD activity address code, unit identification code, commercial and government entity code)
Current condition. Information on supply condition code is contained in DLM
Posting reference (e.g. receiving report number, contract, purchase order, or other procurement identification number, invoice number).
Transaction type (e.g. received, accepted, inventoried, transferred, shipped, retired, and disposed).
Transaction date.
Care of supplies in storage as needed.
Government Furnished Property elements: authorizing contract, receipient point of contact, period of performance expiration date, expected property return date (if different from PoP).

5. APSR Concerns
Imperative for follow on action to automate the APSR with:
Requisitioning systems
Logistical support systems
Financial system
USSOCOM component respective APSRs
FIAR COMPLIANT GOAL:
APSR must be automated with the requisitioning system(s), logistical support systems, financial system and component’s APSRs in order to achieve cradle to grave accountability.

6. Evaluation Criteria DODI 5000.64 Required Minimum Data Elements (16ea)
DOD Approved APSR status
FISCAM Compliant
DLMS Compliant
Implementation Challenges
Cost of Implementation and Utilization
Integration with Financial and Logistical Support Systems

7. Enterprise Structure Present Day

8. The Enterprise Approach

9. USSOCOM Enterprise Design Policies & Directives (PROPOSED)
PLAYERS:
J41
J42
J44
ICP
700-0 –
Material Overarching descriptions and definitions
Standards of operating within SOCOM enterprise (DLMS, DAAS, DPAS, use of ICP etc)
SAVs & Inspections
Hyper linked to references if possible
Reg SERIES:
EQUIPMENT Management
- HQ Commandant
SERIES:
700-01: DODAAC Mgmt (Who)
700-02: Cataloging
700-03: Authorizations
700-04: Maintenance
700-05: Registry
Dir SERIES:
SO-P/ MFP-11 Material Management
roles/ responsibilities
Buckets of property
Dir SERIES:
Government Furnished Property
Dir SERIES:
Material transfers Outside of DoD
Dir SERIES:
Disposition & Redistribution
Dir SERIES:
FLIPLs
Dir SERIES:
IUS
Dir SERIES:
Property at the End User
Dir SERIES:
Registry
Dir SERIES:
SO-P Wholesale Supply Chain Management
Dir SERIES:
SO-P Supply Chain Planning and Sourcing
Dir SERIES:
SO-P Storage and Distribution
Dir SERIES:
Logistics Reporting and Metrics
Dir SERIES:
Supply Chain Risk Management (SCRM)
Dir SERIES:
SO-P Maintenance Management
Dir SERIES:
SO-P Ground Support Vehicles
Dir SERIES:
SO-P Weapons
Dir SERIES:
SO-P Aviation
Dir SERIES:
SO-P Maritime
TO BE ANSWERED:
Where does material fielding plans reside?
MUST DO:
Redefine CPL definition to include inventory and property, not just property by the title

10. USSOCOM Enterprise Design Property & Inventory Accountability Lanes
ECHELON 1
Narrative: CPL appoints via Policy Memorandum 17-30, Interim Policy Change to USSOCOM Directive 700-2, dtd 9 JAN 19; applicable to HQ, Components, TSOCs and SOF-AT&L
J44 ensures compliance
J41 ensures compliance
CPL
Narrative: CPL appoints J41 as Material Manager for all of USSOCOM inventory; J41 appoints Inventory Mangers for all facilities housing USSOCOM inventory and appoints Item Managers to manage SO-P material
Appoints
All facilities & locations
ECHELON 2
Property
Inventory
Managed by “PBO” role
Component
SOF AT&L/ HQ / D-CELL
J41
TSOCs
LVL 2 –
Item Managers
ICP
J4 Centrally Funded
Data Analysis
Works w/ PMO – business decision matrix
Ref: Dir
Appoints
Appoints
APO
APO
Option 1:
This includes the Components and TSOCs into the Enterprise Design. The components include the service components, HQ Commandant, and SOF AT&L.
The CPL will appoint all parties in writing as accountable officers in their respective areas.
The CPL also manages accountable officer for inventory and should be written into all definitions of CPL with regard to USSOCOM policy and directives.
Supporting Reference:
Draft 700-2
MFR – USSOCOM Guidance on Accountability Roles and Management of Special Operations – Peculiar Equipment and Other Accountable Property dtd 7 JUN 2018
APO
As designated
PEO/PM
CDR
As designated
Custodians
Custodians
LVL 1 –
Inventory Managers
1x IM Level 1 for each facility at a minimum
Required for Offsite & SOFSA
Gov’t Position only
Off Site IM’s funded by PEO
Onsite IM’s funded by SOFSA
Custodians
Unit CDRs
Supply Techs
PM designee
Unit CDRs
Supply Techs

11. ICP Construct Material Management ICP Cell CPL J41 CW3 Moore, OIC
Policy and Guidance
Interfaces with PEO/ Components/ TSOCs
Sets Inventory Facility Standards
Lead Gov’t Rep
NCOIC:
Metrics
Reporting
DODAAC Manager
CPL
Inventory
J41
LVL 1 –
Inventory Managers
1x IM Level 1 for each facility at a minimum
Required for Offsite & SOFSA
Gov’t Position only
Off Site IM’s funded by PEO
Onsite IM’s funded by SOFSA
Appoints
LVL 2 –
Item Managers
ICP
J4 Centrally Funded
Data Analysis
Works w/ PMO – business decision matrix
Ref: Dir
Brent Matthews,
KTR Lead
CPO Vest, NCOIC
Portfolio 1
PEO C4
Portfolio 2
SOF-Warrior WPN
Portfolio 3
Coming Jan 2020
KTR Portfolio Mgr
KTR Inventory Technician
Portfolio Managers/Technicians:
Interfaces with PEO/PMs regularly
Validates ordering activity against approved DODAACS
DODAAC Manager
Optimizes inventory management
Recommends levels management to PM
Reference USSOCOM Dir for more tasks
# of portfolios per manager grow over time as implementation continues and DPAS team grows

12. Enterprise Approach Timeline 1-3 years (USSOCOM Universe)
ICP FOC
M&U Initiates
ICP Stand up
Transition CRANE/SOFSA to SOCOM
Consolidated ICP
SOCOM Registry – FOC
SOCOM Registry - IOC
Initiatives
J4 Policy Re-Writes
75% complete towards OM&S Determination
100% OM&S
Determination
Capable Starts
Dormant/Unserviceable/ Obsolete Removal from SOFSA
SOFSA Base GFP Complete
COMPONENTS
AFSOC Transition
AFSOC in SOCOM DPAS
AFSOC Transition into DPAS WH
WARCOM Transition
Component Ongoing DPAS Sustainment
CRANE Sustainment
FY 19
FY 20
FY 21
FY 22 A B C
FY 23
SOF AT&L (ALL)
SOFSA WARRIOR WPN
SOFSA JOS WPN
C4- RIS
C4- NGTC-HF
C4- NGTC- Handheld
C4- SDN
C4- NGLS
Steady state in DPAS until transition to SOFSA (if required)
FY 23-25
C4 - SCAMPI
IM “Officer” – must be resourced outside of this “IM Team”
1ST IM – requirement currently fulfilled; however requires renewal of 3rd year IMA Officer, LTC Prudhommme
2nd IM – vacant; required by 1ST QTR, FY 20; responsible for value =
3rd IM – vacant; required by 4th QTR, FY 20; responsible for value =
4th IM – vacant; required by 2nd QTR, FY 21; responsible for value =
Personnel: DCR at J4 is the manning document for material management
Base/ TF DPAS = starting with 5 PAX USSOCOM
UFR #1 – 13PAX = +6x AO SOFSA; +4x USSOCOM; +3x USSOCOM
UFR #2 – 11 PAX = [+4 AO SOFSA; +4x USSOCOM; +3x USSOCOM] + [renewed option year on TF DPAS]
UFR #3 – 10 PAX = additional specific to UFR #3 SOFSA ROM for implementation labor (10 pax over 33 months)
UFR #4 – Executing option years on 22 PAX (#1+#2) + 2x SOFSA + 2x USSOCOM = 12 AO + 10 ICP renewal
UFR #5 – Renewal of Entire DPAS + SOFSA ROM - renewing new personnel (DPAS); renewing SOFSA ROM for implementation labor = 10pax over 33 months
UFR #6 – Renewal of AO Team & ICP Team
UFR #7 – Renewal of DPAS Team & SOFSA ROM
Division of Responsibility:
“Accountable Officer” – SOFSA requirement to fund/source
UFRs – J4 responsibility
Funding
AO 4 1 2
UFR #2
+$1.2M
UFR #1
+ Base
+$1.7M 3
UFR #3
+$1.1M 4
UFR #4
+$1.9M 6
UFR #6
+$2M
AO 2
AO 3 5
UFR #5
+$3.8M 7
UFR #7
+$3.5M
POM = $4.1M
DPAS AO
ICP 18 29 39 43 47 37
POM Discussions
Sustainment Ops
-10 PAX (SOFSA) – Right Sizing Sustainment
$4.0M
$5.7M
$5.5M

13. Enterprise Approach Timeline 1-3 years (by program)
ICP FOC
M&U Initiates
ICP Stand up
Transition CRANE/SOFSA to SOCOM
Consolidated ICP
SOCOM Registry – FOC
SOCOM Registry - IOC
Conditions for Enterprise/ SOFSA Success:
- Unserviceable/Obsolete disposal prior to DPAS implementation
- Inventory level controls set by PM
- Visibility to inbound materials; material fielding plans
- Task order management; close old TOs; systematic first in/first out
- Personnel and Funding
AFSOC Transition NLT 31 AUG
- Forecasting Process
- Frustrated Cargo plans
Initiatives
WARCOM Registry Transition
CTR Manpower 18 29 39 43 47 37
-10 PAX (SOFSA) – Right Sizing Sustainment
$4.0M
$5.7M
$5.5M
Sustainment Ops
AO 2
AO 3
AO 4
UFR #1
+ Base
+$1.7M
Funding 2
UFR #2
+$1.2M 3
UFR #3
+$1.1M
POM Discussions 4
UFR #4
+$1.9M 5
UFR #5
+$3.8M 6
UFR #6
+$2M 7
UFR #7
+$3.5M
POM = $4.1M
DPAS AO
ICP 1
FY 19
FY 20
FY 21
FY 22
FY 23
SOFSA WARRIOR WPN
SOFSA 12XX WPN
SOFSA JOS WPN
C4-MISO
C4-SOCRATES
C4-STC
C4-TACLAN
FW-UAS
MARITIME
SOFSA- MTRC B C
SW-ECM
SW-FOSOV
SW-SPEAR
SW-TCCC
JOS A
FW - AC-130J
FW- MC-130
FW-CV22 (FTWB)
SRSE - JTWS
SRSE-SSE
SRSE-TCC
RW-MH-60M (SOFSA)
SOFSA Program Timeline
IM “Officer” – must be resourced outside of this “IM Team”
1ST IM – requirement currently fulfilled; however requires renewal of 3rd year IMA Officer, LTC Prudhommme
2nd IM – vacant; required by 1ST QTR, FY 20; responsible for value =
3rd IM – vacant; required by 4th QTR, FY 20; responsible for value =
4th IM – vacant; required by 2nd QTR, FY 21; responsible for value =
Personnel: DCR at J4 is the manning document for material management
Base/ TF DPAS = starting with 5 PAX USSOCOM
UFR #1 – 13PAX = +6x AO SOFSA; +4x USSOCOM; +3x USSOCOM
UFR #2 – 11 PAX = [+4 AO SOFSA; +4x USSOCOM; +3x USSOCOM] + [renewed option year on TF DPAS]
UFR #3 – 10 PAX = additional specific to UFR #3 SOFSA ROM for implementation labor (10 pax over 33 months)
UFR #4 – Executing option years on 22 PAX (#1+#2) + 2x SOFSA + 2x USSOCOM = 12 AO + 10 ICP renewal
UFR #5 – Renewal of Entire DPAS + SOFSA ROM - renewing new personnel (DPAS); renewing SOFSA ROM for implementation labor = 10pax over 33 months
UFR #6 – Renewal of AO Team & ICP Team
UFR #7 – Renewal of DPAS Team & SOFSA ROM
Division of Responsibility:
“Accountable Officer” – SOFSA requirement to fund/source
UFRs – J4 responsibility
SRSE-MSS
C4- RIS
C4- NGTC-HF
C4- NGTC- Handheld
C4- SDN
C4- NGLS
Steady state in DPAS until transition to SOFSA (if required)
FY 23-25
Off Site Program Timeline
C4 - SCAMPI
3rd QTR, FY 19
Pcs: 322, 066
Value: $983.9M
1st QTR, FY 20
Pcs: 556,209
Value: $998.5

14. Implementation Timeline Standard Program Implementation Timeline
TF DPAS Enterprise approach to implementation is to open discussions 180 days out from Go-Live date with all interested parties. This enables relationships to be built and a greater shared understanding of the scope of the program’s challenges and the way forward. The standard implementation timeline is the focal point for all parties and overall implementation should take no longer than 180 days. The timeline is dependent upon multiple actions taken by PM, facilities, and DPAS Enterprise to ensure smooth processing through pre-implementation and training.
180 Days*
Inbrief
MRX
MRX #2
AAR
Outbrief
D-90
D-60
D-30
D-DAY
D+30
D+60
D+90
Pre-Implementation Period
Training/OJT
Go Live
Sustainment Period
Formal Inbrief includes (D-90):
Agreed upon timeline
Data Requirements & Deliverables
Condemned/Unserviceable Action Plan
MRX/ Rehearsals
Task Order Review
DPAS Training
OJT
Certification
Physical Inventories**
M&U initiation
Daily Reconciliations
Ongoing training and support
FIAR Audit Compliance Review & Validation
Reconciliation
Causative Research
INPUTS DUE
In-brief Format
AAR format
Questionnaires, decision matrix formats
Personnel review w/ Contracting
Official Schedule
MS Project – Project Management tool
Formal AO training program
Formal Initiation Brief to J4 Director
ETP for 100% Inventories Approved
Policy & Procedures
Formal training format & time
Funding code for training to allocate time against
TDY funding for TF DPAS team
100% inventories or ETP w/ way ahead for 100% inventories
Reconciliations Processes
Progress Reports
100% inventories or ETP w/ way ahead for 100% inventories
Site conducts causative research as needed
FIAR Audit Compliance – PCNs, auditability focus
*Planning factor for 350K pcs facility
** Physical Inventory ETP (customized)

15. Example Checklist 94 line items
Includes due outs, follow ups, discussions
Checklist is a “glidepath” to success

16. References DPAS Business Case Analysis, dtd 2017
Policy Memo 17-30, dtd 9 JAN 18
Implementation of DPAS, dtd 6 JUL 17
MFR – Host Training Facility
MFR – DPAS Inventory Instructions
MFR – SA/LW
MFR – Contract Task Order Review

17. Observations Pre-inventories recommended
Obsolete/Unserviceable – NSWC Crane discoveries
Metrics & Reporting – details
180 days vs 270 days – understanding “how” you do business
Optimizing Processes vs “How we’ve always done it”
Perceptions vs Reality – we don’t know what we don’t know
M&U Module Implementation
Sales Pitches

18. Questions?