1. RUSI Presentation Dr A C H Mace Defence Equipment & Support Chief of Staff 4 October 2007 RUSI Presentation

2. Presentation Where have we come from? What we are. How we work. Support to operations.

3. Where we have come from Procurement Executive (1972 - 1999)(1999 - 2007) (2007 - ) DPADefence Equipment & Support Ministry of Defence DLO Naval Support Command Quarter Master General’s Department RAF Logistics Command

4. Merger Strategy Fit for purpose. Built on the best in DPA and DLO. Adaptable to deliver change in 07/08. Part of wider Defence Acquisition Change Programme (DACP). ….in 9 months, while maintaining focus on… Delivering support to operations.

5. DPA/DLO Merger Plan Scoping and Planning Testing and Optimisation Phase 1 (Jul-Sept 06) Phase 2 (Oct-Dec 06) Phase 3 (Jan-Mar 07) Phase 4 (Apr 07-Mar 08) Deciding Designing Detailed design Developing Communication & Implementation Describing g

6. DE&S Mission “To equip and support our Armed Forces for operations now and in the future.”

7. DE&S – Strategic Objectives Strategic Objectives 1. Equipment and support for operations 2. Leadership, performance management and professionalism 3. Manage complex projects and through life management 4. Transforming the relationship with industry 5. Continuous improvement

8. DE&S Facts 65 locations across UK. Circa 29,000 people. Assets of £76Bn on balance sheet. £16Bn annual spend. –43% of MoD budget. – £3Bn more than the Home Office.

9. DE&S now PJHQDE&S Industry Collaboration Ops University OGDs Front Line Commands

10. DE&S Interfaces OPERATIONS INDUSTRY Service Domain Based Capability Based Industrial Sector Based User DE&S Sponsor Research & Development MOD Centre In-Service Equipment Support Commodities & Services Delivery New Equipment & Support Delivery Capability Planning Equipment & Equipment Support Delivery Departmental Planning

11. life Business Model Through - life delivery Through - - life delivery CCS IPTs - delivery - life Through - life delivery COO Industry CCS CofMs MOD Head Office MOD Head Office IPTs FLCs Performance Management Delivery Coherence OPERATIONS Business Management System

12. Chief Operating Officer Chief of Defence Materiel NED NEDs Main Board: Governance Production: Commercial Management Delivery: Military Effectiveness High-level Organisation Defence Equipment & Support Corporate: Professional Services As Logistics Process Owner DG Ships DG Submarines DG Combat Air DG Helicopters DG Weapons DG Air Support DG Land Equipment DG ISTAR DG HR DG Commercial DG Safety & Engineering DG FINANCE (2*) CHIEF OF STAFF (2*) ACDS (Log Ops) ACDS (Log Ops) Chief of Corporate Services Chief of Materiel (Fleet) Chief of Materiel (Land) Chief of Materiel (Strike) DG Joint Supply Chain DG Information Systems & Services

13. Clusters IPT Through-Life Plans Commercial Astuteness Human Resources Military Effectiveness Corporate/ Business Plan Targets System Engineering Customers Planning/FinanceTechnology Performance Management Approvals

14. DE&S: External Factors, Boundaries & Constraints Strategic / Operational Intensity of ops Terrorism Failing States Utilities New Actors (eg India, China) Collaboration Resource Availability CSR07/MoD Capability Review Energy Estate Sustainable Development DIS Capability Capacity Departmental Organisation Streamlining Military in Def Acq FLC restructuring FLC Strategic Plans Global/Political New Government/Ministers Radical increase/decrease op tempo Radical decrease available resources (Lack of) success of TLCM Shift in technology Radical changes to industry / sector Political/legal considerations Sponsor/User sets requirements/specs Sponsor/User decides funding priorities Centre decides policy / funding / people mix etc UORs Reliant on industry performance Central / HMT approval of major business cases EU, statutes, DMB etc DE&S Equip & support our armed forces for operations now & in the future Accountability Delegated approval for Cat C&D projects Cluster DG freedom to veer & haul funding between projects Freedom to reward high performers Freedom to promote staff in post Resource pools allow flexible deployment of specialist staff DE&S manages commercial interface on behalf of MoD Ability to influence ECC thru PCT trades Freedom to influence policy, governance Freedom to delegate effectively SMEs R&D Industry Ability to influence solutions, systems engineering, logistics Equipment and Support Engineering, support solutions, logistics, systems, technology insertion

15. Support to Operations “To equip and support our Armed Forces for operations now and in the future.”

16. Operations worldwide

17. Support to current operations 30 operations world-wide. Approx 15,000 deployed personnel. Afghanistan initial deployment (and sustained): –>7,500 personnel, whilst continuing support to Iraq. –2,100 vehicles, covering 2.5 million miles. – Last year delivered 5,000 tonnes of ammunition by air. Have or are responding to over 1000 UORs. During June over 27 tons of mail was sent to Afghanistan (3556 bags)

18. Performance monitoring Performance to Theatre: –Weekly reports. –1 to 5 day response: target 90%. –6 to 20 day response: target 85%. –UORs.

19. Future - Options PPerformance AAgility CConfidence EEffectiveness

20. Questions?