1. Workshop on Emergency management: Incident, Resource, and Supply Chain Management Infrastructure/Geophysical Division Department of Homeland Security Science and Technology 11/5/2009

2. Unified Incident Command and Decision Support (UICDS) and Virtual Environment UICDS-Allows applications to share common functionality –Open Standards Virtual Environment-Provides a common meeting place for decision makers

3. DHS HQ (NOC) FEMA HQ FEMA Regions State Agencies Local Agencies DoD / NORTHCOM NGOs Private Partners Operations Mgt UICDS Logistics Mgt Logistics Mgt & Tracking Modeling & Simulation Planning, Consequence Analysis & Training NGB

4. Partnerships Development of a “Unified Logistics” Structure at all levels working as one team from pre-event through long term recovery –Municipal –County –State –NGOs –Business and Industry (Wholesale and Retail) –Federal Bottom up –Locals have all the resources –Locals always remain in charge of the event

5. Logistics Philosophy Changing Outcomes –Focus on the outcome you want –Plan the mission to achieve that outcome –Execute the Plan –Monitor the outcome and adjust Push versus Pull Logistics –It’s better to have too much than too little –Development of forecast algorithms and modeling –Push resources into the affected areas. Do not wait for requests. Communications are down, responders and survivors impacted Development of Time Phased Force Deployment Data Lists (TPFDDL) –A quick overwhelming response in the initial phase can be better than a methodical response. Does not release us from planning! –If you wait until you have all the facts, it becomes harder to change the outcome.

6. Logistics Philosophy Maintain effective communications –Share information vertically and horizontally in your organization and with other organizations Plan ahead to affect change –Anticipate actions, resources and staffing requirements 96+ hours out. Plans must support changing the outcome of a situation. Maintain accountability at all levels –Resources move around. Track activities and asset movement. Immediate Response –Critical state resources on scene within 4-hours –Critical support and commodities being distributed within the first 24-hours Local self-sufficiency –Local communities must strive to be self-supporting for at least 72- 96 hours –Develop local receiving and self-sufficiency plans, vendors and local resources –Assets take time to arrive in the beginning of an operation due to the “Pipeline Effect”.

7. Adjusting Resources Post event actions are adjusted once further intelligence has been obtained –Use of the community “survivors” to supplement assessment and intelligence reports –Adjust resource requirements –Establish “Burn Rates” (how much of an item is actually being consumed) based on actual distribution through put Par levels are then set for each resource to insure that critical resource levels do not fall below 1½ days of inventory Resource ordering is then based on these projections –Changing Outcomes! –Retailers reopening in the first 24-hours and beyond Government provides support in outlying and underserved areas. Does not supplant the retail sector –Power restoration –Degree of damage and residential occupancy –Social Services becoming available Financial assistance Resource Support Long term recovery plan

8. National Resource Management Network Development of a National Resource Management Network is required Resources Defined –Equipment –Heavy Equipment –Supplies / Commodities –Persons –Teams –Facilities –Aircraft –Vehicles Many states have various levels of resource management –Simple lists and databases through comprehensive networks of acquisition, receiving and shipping, transportation management, satellite tracking, financial management.

9. National Resource Management Network FEMA / DHS / DoD need to collaborate with States on the development of a National Resource Management Network. Draw from the vast experience of –DoD in managing supply chains in war and peacetime. –Experienced States having developed comprehensive resource management systems –FEMA HQ Logistics in order to refine the national disaster supply chain (Presently studying current systems nationwide) Pushing out one system nationally, ting in all levels of response and support.

10. DoD DLA DPMS The Distribution Planning and Management System (DPMS) is a key initiative within the Defense Logistics Agency (DLA ). This enterprise-wide distribution system, which is managed by the Defense Distribution center (DDC), will improve distribution responsiveness through optimization of shipments to achieve the most effective allocation of carriers and modes of transportation. It also will contribute to total asset visibility (TAV) by collecting continuous real-time information on the location and movement of materiel, expedite shipment processing by providing automated real-time addresses, and provide access to carrier performance data.

11. DoD DLA DPMS What's in it for the Vendor? –Eliminates manual process for obtaining addresses –Improves shipping performance –Military Shipping Label (MSL) printed at the vendor location –Improves customer support What's in it for the Customers? –Improves readiness –Standard Bar coded Military Shipping Labels (MSL) –Improves Intransit Visibility (ITV) –Improves customer receipt processing How will this Benefit DLA? –Eliminates delays at transshipment point locations –Advanced notification of shipment arrival –Bar coded Military Shipping Labels (MSL) provide faster receipt processing –Increase Intransit visibility (ITV) –Improves addressing

12. Technical Assistance Program Further development of a national Logistics Technical Assistance Program (LOGTAP) –FEMA GAP Assessment and Capabilities Assessment Project gives the first start to assisting states develop a comprehensive logistics program –Federal government directly paying to send in SME's to assist states versus allocating current DHS grant funds to pay Takes 9-18 months to obligate grant funds down to a local level.