1. 1 Department of Defense Logistics Workforce Human Capital Strategic Planning 2015 FIPT 28 April 2006 Project Status Report

2. 2 Project Status  Current on deliverables  Achieved overall project socialization during Task 1’s agreement over the Logistics Workforce definition and scope briefed to FIPT 28 Nov 05  Task 2: Research visits to industry and academia Purpose is to gather information to describe the future logistics environment and postulate the skills, education, and experience required for future workforce members Technical briefing outline  Task 3: Setting the framework for interviews and briefings to the senior leaders  Task 5: Baseline of current logistics workforce on going GS & WG data completed Military data received—missing some job series and the reserve/guard component; awaiting updated data from DMDC

3. 3 * Tasks 1 and 5 tie into each other ** Task 2 drives Task 3, 4, and 6 * * ** Task 1 Task 2 Task 3 Task 5 Task 4 Task 6 Task 7 Task 8 Project Timeline Complete In Progress ** Option Year 1 In Progress

4. 4 200620122015 2020 Task 1 Logistics Workforce Strategic Plan Tasks 2, 3, and 4 Task 6: Define Workforce Gaps Tasks 7 and 8: Create a Strategic Plan to Bridge the Gaps Focused Logistics Roadmap : $60 B Logistics Workforce Strategic Plan Timeline 22 Focused Logistics Enabling Initiatives Option Year One Task 5

5. 5 Lifecycle Logistics Workforce (DAWIA)* * Agreement reached with Services/Agencies 26 Jan 06

6. 6 The Logistics Workforce includes military and civilian personnel involved in the operational availability and sustainment of defense system warfighting capabilities; executed through the integral functions of Defense System Program Logistics 1, Maintenance Support 2, Technical Management Support 3, Operational Logistics 4 and Supply Chain Management 5. 1 – Defense System Program Logistics is the programmatic planning and analysis, acquisition, sustainment, oversight, and modernization of new and iterative defense system support performance and sustainment capabilities throughout the life cycle. 2 – Maintenance Support includes planning and executing maintenance, both scheduled and unscheduled, to defense system equipment. 3 - Technical Management Support includes functions such as reliability and maintainability analyses, technical data management, engineering change management, and configuration status accounting and control. 4 – Operational Logistics includes distribution to, from, and within theater of materials, support services, and personnel to sustain the force. This includes the functions of transportation, warehousing, storage, packaging and inventory, cargo scheduling, and dispatching. 5 – Supply Chain Management. Materials involved include spares, repairables, and repair parts in support of defense systems, as well as consumable materials such as ordnance, fuel, food, clothing, and medical supplies. Functions of the supply chain range from procurement to disposal of defense system material, and integration of multiple material sources and processes to meet warfighter requirements. Note: Life Cycle Logistics Workforce (DAWIA) includes all of Defense System Program Logistics 1 and parts of the remaining 4 components Task 1: Definition of Logistics Work Force

7. 7 Task 2: Define Future Workforce Capabilities  Research visits to industry and academia Purpose is to gather information to describe the future logistics environment and postulate the skills, education, and experience required for future workforce members  Lockheed Martin: 4 Feb 2006  Caterpillar: 20 Feb 2006  IBM Almaden: 15 Mar 2006  University of Maryland: 8 Mar 2006  Boeing: 8 Mar 2006  Naval Postgraduate School: 14 Mar 2006  George Washington University: 13 Apr 2006  Penn State University: 24 Feb 2006 and May 2006  IBM Hawthorne Research Center: Date TBD Coordinating with AT&L for maximum attendance to include FIPT technical advisors

8. 8 Task 2: Technical Briefing Overview  Outline for Defining Future Workforce Capabilities Current: Comprehensive background of DoD’s efforts to-date Near Future: 2006 - 2012 Future: 2012 - 2020 DoD’s Transformation Factors Future Functional Capabilities

9. 9 Task 2: Technical Briefing Overview  Current: Comprehensive Background of DoD’s efforts to-date QDR Focused Logistics (FL) Roadmap & Campaign Plan FL Joint Functional Concepts Joint Universal Task List DAWIA I & II NSPS Navy, Army, USAF, and AT&L’s HCSPs  Logistician of Future, PSCM, etc. Joint Vision 2010 FL DLA Transformation Roadmap Performance Based Logistics Continuous Process Improvement Distribution Process Owner

10. 10 Task 2: Technical Briefing Overview  Near Future: 2006 - 2012 Logistics FIPT Maintenance Senior Steering Group Distribution Process Owner IBM Global Innovation Outlook IBM Global Technology Outlook DAWIA III Focused Logistics Roadmap Shortfalls Digital Deflation Network Centric Operations Industry Research  Caterpillar  Boeing  Lockheed Martin  IBM Almaden and Hawthorne Research Centers

11. 11 Task 2: Technical Briefing Overview  Future: 2012 - 2020 Academic Research  University of Maryland  Penn State  Naval Postgraduate School  George Washington University IBM Research for Science of Services CIA Future Drivers

12. 12 Task 2: Technical Briefing Overview  2006 – 2020: DoD Transformation Factors Rate of Change: Analog to Digital Technical Refresh and Workforce Learning and Training Increase in Number of Workforce Career Changes Adaptive Workforce with Adaptive Capabilities Hierarchical Personnel Structure System Interoperability Competing for IT Personnel Knowledge Management DoD’s Culture Aging Workforce Congressional Oversight of Programs and Budgets

13. 13 Task 2: Technical Briefing Overview  Future Functional Capabilities System Engineering Digital Engineering Critical Thinking in Uncertain Environment Operate in Network with Networks Software Engineering Acquisition Contracting Supply Chain Operations Maintenance Operational Logistics

14. 14 Task 3: Define Future Logistics Leadership Functional Capabilities  Task Purpose Define knowledge, skills, experience, and abilities 2020 logistics leadership will need to:  Manage, direct, oversee, command logistics workforce to achieve 2020 logistics mission  Continuously improve logistics workforce performance (incremental)  Reassess logistics mission within context of 2020 environment and drivers  Map out next generation of logistics mission and human capital strategic plan Gain insight into how those functional capabilities differ from current functional capabilities Explore approaches to assuring availability of qualified leaders  Task Scope Interview current Defense logistics leadership (OSD, Departments, Agencies) Interview private sector logistics leaders  Deliverable Technical Report comparing current, near future, and 2020 needed functional capabilities  Status Setting the framework for interviews and briefings to the senior leaders

15. 15 Task 5: Baseline Current Workforce  All GS and WG demographic information received  Each job series analyzed for DAWIA and non-DAWIA population size, age, grade, retirement eligibility, and education level Observations  DAWIA categorizations are not specific. Oftentimes information is entered as “unknown”. For education, we asked DMDC to pull their education levels from their non-DAWIA personnel files. The same will be done for retirement eligibility.  Services and Agencies utilize job series differently; DAWIA job series utilization varies by the Service or Agency.  Awaiting military demographic information from DMDC for further analysis DMDC data received did not include the Guard and Reserve components and missing some career fields